The foregoing Resolution was introduced at a regular meeting of the City Council of the City of Oakley held on the 11th day of June 2024, and was adopted by the following vote:
AYES:
NOES:
ABSTAIN:
ABSENT:
________________________________
ANISSA WILLIAMS, MAYOR
ATTEST:
___________________________________
Libby Vreonis, CITY CLERK
472
1 RESOLUTION NO. ____
A RESOULTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY
TO ADOPT THE FISCAL YEAR 2024/25 PROPOSED CAPITAL BUDGET AND FIVEYEAR CAPITAL IMPROVEMENT PLAN (CIP) FOR FISCAL YEARS 2024/25 THROUGH 2028/29 AND MAKE FINDINGS RELATED THERETO
WHEREAS, it is City policy to have the City Council to adopt a budget and appropriations limit prior to the beginning of its new fiscal year, which is July 1, 2024; and
WHEREAS, the City desires to annually review and adopt a Five-Year Capital Improvement Plan and comprehensive Statement of Financial Policies; and WHEREAS, the City Manager and Staff have developed, and the City Manager has presented Preliminary Operating and Capital Budgets, Statement of Financial Policies, Appropriations Limit, and Five-Year Capital Improvement Plan; and WHEREAS, that the City Council did on May 21, 2024 hold a workshop to discuss these Preliminary documents and provide additional direction to the City Manager for the preparation of a final set of documents; and WHEREAS, the City Manager has this day presented to the City Council for adoption a Proposed Budget document, including the updated Statement of Financial Policies, Recommended Operating and Capital Budgets, Fiscal Year 2024/25 Appropriations Limit Calculation, and a separate Recommended Five-Year Capital Improvement Plan for Fiscal Years 2024/25 through 2028/29; and WHEREAS, Section 65401 of the Government Code requires the Planning Authority of cities and counties to review any Capital Improvement Program (CIP) in their jurisdiction for conformance with the reviewing agency’s adopted General Plan; and
WHEREAS, the City Council has recently appointed a new Planning Commission that is serving in the role of the City’s Planning Authority; and WHEREAS, the Recommended Five-Year Capital Improvement Plan for Fiscal Years 2024/25 through 2027-2028/29 with the adopted Oakley General Plan by the Planning Authority on May 21, 2024; and
WHEREAS, the projects proposed reflect the major need for roadways, public utilities and other community facilities during the next five years in concert with anticipated growth areas as noted in the adopted General Plan and; BE IT RESOLVED that the City Council of the City of Oakley:
1. Hereby adopts the City’s Recommended Five-Year Capital Improvement Plan for Fiscal Years 2024/25 through 2028/29.
473
2 2. Hereby adopts the FY 2024/25 Proposed Capital Budget and Five-Year Capital Improvement Plan for Fiscal Years 2023-2024 through 2027-2028.
The foregoing Resolution was introduced at a regular meeting of the City Council of the City of Oakley held on the 11th day of June 2024, and was adopted by the following vote:
AYES:
NOES:
ABSTAIN:
ABSENT:
________________________________
ANISSA WILLIAMS, MAYOR
ATTEST:
___________________________________
Libby Vreonis, CITY CLERK
474
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY AMENDING THE 2024/25 MASTER SALARY SCHEDULE UPDATING WITH APPROVED COST
OF LIVING INCREASES, ADDING NEW JOB CLASSIFICATIONS AND REMOVING
SPECIFIC JOB CLASSIFICATIONS
WHEREAS, the City Council adopted a Compensation Policy on June 25, 2001 establishing the City of Oakley’s policy regarding employee compensation in conformance to City Ordinance 17-00; and
WHEREAS, the Compensation Policy was amended on June 24, 2008 and on June 13, 2017; and
WHEREAS, on June 14, 2022 Council approved a new compensation and benefit package moving from merit increase to a step system for compensation; and WHEREAS, on June 14, 2022 Council approved a memorandum of understanding (MOU) between the City of Oakley and the Oakley Police Officer Association; and
WHEREAS, the MOU included a 3% Cost of Living increase in Fiscal Year 2024/25; and
WHEREAS, on February 28, 2023 Council approved a resolution for Compensation and Benefits for General Staff and a resolution for Compensation and Benefits for Police Management Staff; and
WHEREAS, both resolutions of compensation and benefits included a 2% Cost of Living increase in Fiscal Year 2024/25; and
WHEREAS, to remain compliant with CalPERS regulations to have the governing body approve any amendments to the salary schedule; and WHEREAS, to continue to classify positions based on the job duties being performed; and
BE IT RESOLVED that the City Council of the City of Oakley hereby approves the following:
1. The Employee Position Classifications and Salary Ranges as identified in Attachments 1, which now includes the addition of a full-time Senior Planner, and the removal of the classifications of Planning Manager, Engineering Technician and Facilities Maintenance Technician.
The foregoing resolution was introduced at a regular meeting of the Council of the City of Oakley held on the 11th day of June 2024 by the following vote:
AYES:
NOES:
475
ABSTENTIONS:
ABSENT:
APPROVED:
Anissa Williams, Mayor
ATTEST:
Libby Vreonis, City Clerk Date
476
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY APPROVING
ADDITIONAL SWORN POLICE POSITIONS ON A TEMPORARY BASIS
WHEREAS, the City Council has authorized 42 sworn police positions in the fiscal year 2024/25 annual budget; and
WHEREAS, the Police Department remains short staffed due to long term injuries; and
WHEREAS, the return status of the injured staff is unknown at this time; and WHEREAS, hiring additional sworn staff to have 42 active members is a priority for the City; and
WHEREAS, authorizing two (2) positions will temporarily create 44 sworn positions in the police department; and
WHEREAS, authorizing temporary positions creates a slight risk should any of the injured staff be able to return to full duty; and
WHEREAS, this authorization is not expected to create any additional expenses;
BE IT RESOLVED that the City Council of the City of Oakley hereby approves the following:
Authorize two (2) additional sworn staff to be hired during Fiscal Year 2024/25 creating 44 sworn positions. This is expected to be temporary in nature and it is anticipated that sworn staff will be 42 as injury cases are resolved or through attrition.
Should any officer out on long term injury be able to return to full duty, staff will come back to City Council with recommendations.
The foregoing resolution was introduced at a regular meeting of the Council of the City of Oakley held on the 11th day of June 2024 by the following vote:
AYES:
NOES:
ABSTENTIONS:
ABSENT:
APPROVED:
ANISSA WILLIAMS, MAYOR
477
ATTEST:
Libby Vreonis, City Clerk Date
478
CITY OF
OAKLEY
PROPOSED
ANNUAL BUDGET
Fiscal Year 2024/2025
479
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480
RCalifornia Society of Municipal
Finance Officers
Certificate of Award
Operating Budget Excellence Award
Fiscal Year 2023-2024
Presented to the
City of Oakley
For meeting the criteria established to achieve a CSMFO Award in Budgeting.
January 29, 2024
Rich Lee James Russell-Field, Chair 2023 CSMFO President Recognition Committee Dedicated to Excellence in Municipal Financial Reporting 481
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482
5 Fiscal Year
2024/25 Table of Contents
City Manager’s Budget Message....................................................................................................................................................................................9 Executive Summary ....................................................................................................................................................................................................11 Accomplishments ......................................................................................................................................................................................................17 Oakley at a Glance......................................................................................................................................................................................................23 Elected Officials.........................................................................................................................................................................................................25 Leadership Team ........................................................................................................................................................................................................27 Organizational Chart...................................................................................................................................................................................................29 Budget Strategies & Financial Policies .........................................................................................................................................................................31 Appropriation Controls ...............................................................................................................................................................................................43 Budget Schedule & Process ........................................................................................................................................................................................45 City-Wide Budget Overview.........................................................................................................................................................................................47 All Funds Summary.....................................................................................................................................................................................................49 Revenue Summary By Fund.........................................................................................................................................................................................51 Expenditure Summary By Fund....................................................................................................................................................................................55 Position Allocation......................................................................................................................................................................................................59 Employee Benefits......................................................................................................................................................................................................67 General Fund Budget Overview ...................................................................................................................................................................................71 General Fund Proposed Budget...................................................................................................................................................................................73 General Fund Revenue Analysis ..................................................................................................................................................................................75 General Fund Major Revenue Sources .........................................................................................................................................................................77 Interfund Charges for Service ..................................................................................................................................................................................78 Property Taxes.........................................................................................................................................................................................................79 Sales Tax.................................................................................................................................................................................................................80 483
6 Fiscal Year
2024/25 Table of Contents
Intergovernmental Revenue.....................................................................................................................................................................................81 Franchise Fee .........................................................................................................................................................................................................82 Other Taxes.............................................................................................................................................................................................................83 Development Fees ..................................................................................................................................................................................................84 General Fund Expenditures.........................................................................................................................................................................................85 Department Detail......................................................................................................................................................................................................89 City Council............................................................................................................................................................................................................89 City Attorney...........................................................................................................................................................................................................91 City Manager...........................................................................................................................................................................................................95 Administrative Services.........................................................................................................................................................................................103 Community Development .....................................................................................................................................................................................113 Police ...................................................................................................................................................................................................................121 Public Works.........................................................................................................................................................................................................129 Animal Control......................................................................................................................................................................................................141 Non-Departmental................................................................................................................................................................................................143 Transfers ..................................................................................................................................................................................................................145 Capital Outlay & Land Acquisitions ...........................................................................................................................................................................147 Special Revenue Funds.............................................................................................................................................................................................149 Creekside Park Restoration Grant ..........................................................................................................................................................................149 American Rescue Plan Act Grant ...........................................................................................................................................................................151 Downtown Revitalization Fund...............................................................................................................................................................................153 Sports Field Maintenance......................................................................................................................................................................................155 Storm Water Fund................................................................................................................................................................................................. 157 Developer Deposit Fund........................................................................................................................................................................................159 484
7 Fiscal Year
2024/25 Table of Contents
Road Maintenance Funds......................................................................................................................................................................................161 Police Services Funds ...........................................................................................................................................................................................165 Lighting and Landscaping District Funds................................................................................................................................................................169 Community Facilities District Funds ......................................................................................................................................................................201 Debt Service Fund ....................................................................................................................................................................................................233 Internal Service Funds ..............................................................................................................................................................................................235 Agency Funds...........................................................................................................................................................................................................239 Successor Agency Housing Fund ..............................................................................................................................................................................243 Capital Budget .........................................................................................................................................................................................................245 Contracts Analysis ...................................................................................................................................................................................................249 General Fund Ten-Year Plan.......................................................................................................................................................................................251 Ten-Year Plan Summary.........................................................................................................................................................................................255 Ten-Year Plan Revenue & Expenditures...................................................................................................................................................................256 Appropriations Limit ................................................................................................................................................................................................. 259 Glossary of Budget Terminology ................................................................................................................................................................................261 Capital Improvement Program .............................................................................................................................................................................CIP-01 Proposed CIP Projects for Fiscal Year 2024/25 .......................................................................................................................................................CIP-03 CIP Summary of Funds .........................................................................................................................................................................................CIP-13 Completed Capital Projects ..................................................................................................................................................................................CIP-15 CIP Summary By Project .......................................................................................................................................................................................CIP-27 485
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8 486
Fiscal Year
2024/25 City Manager’s Budget Message
June 11, 2024
The Honorable Mayor, Members of the City Council and Citizens of Oakley Oakley, California 94561
Dear Mayor Williams, Members of the City Council and Citizens of Oakley:
It is with great pleasure that I present to you a balanced budget for the fiscal year 2024/25. As we enter the year, we are excited to not only celebrate our 25th Anniversary, but also to honor the past, present and future of the City of Oakley. This budget continues to provide for the core service operations while also strategizing for what the future can hold for our community.
Prioritizing quality of life and high-quality service for our citizens remains at the forefront without losing sight of fiscal responsibility and the importance of appropriate reserves.
We will start the year with the first phase of our new financial software being implemented. While we have several phases and years to continue this process, July will bring many new and exciting possibilities. The ultimate goal of the new EERP software is to expand everyday services offered to our citizens as well as providing more transparent reporting supported by the technology that new software brings. Staff have shown a significant commitment to not only the implementation but also to ensuring this new software is set up with future growth in mind.
Over the past eighteen months the economy has slowed, especially as it relates to development within the City of Oakley. While this slowing has created some budget difficulties, Oakley has managed this slowdown well. While many cities are feeling the effects of the slowdown and having to find ways to balance their budgets, we are remaining conservative, but have proposed a budget in which continued growth remains at the forefront. The slowdown has forced us to pause some capital improvement projects planned in fiscal year 2023/24, but has not affected the majority of our revenues, therefore allowing us to present a budget that continues to address the needs highlighted in our strategic plan.
The proposed budget has been developed with fiscal restraint and with a strategic focus on core services. We have taken great care to evaluate the recurring revenues and have ensured that recurring expenditures do not exceed the available and expected recurring revenues over time. As further explained in the budget document, there continue to be transfers of one-time revenues to important capital projects, including a much-needed increase in the investment in street and roadway projects. 9 487
Fiscal Year
2024/25 City Manager’s Budget Message
Due to interest rates remaining high, home sales continue to be low, and we are projecting development-related revenues to remain lower than anticipated for the end of fiscal year 2023/24. Although, still conservative, the budget does assume an increase in development related revenues and anticipates approximately 180 permits being pulled for new construction within the fiscal year. The revenue projections for Fiscal Year 2024/25 also include a multi-family development as well as two commercial developments.
Bringing a Library to the City of Oakley has continued to be a priority of the City Council. With that there is a one-time transfer of the available fund balance proposed to be allocated to the Library project. The City’s General Fund 30% reserve is maintained not only in the current year budget, but also throughout the ten-year plan. Staff has looked at our future needs once a Library building is built and therefore has included additional positions as well as maintenance expenditure increases in the ten-year plan. It is important to note that at the end of the ten-year plan expenditures do exceed revenues by just over $200,000. This is something we will continue to monitor and will address in the coming years should revenues not come in higher than estimated.
I would like to thank the City Council for their leadership, conservative fiscal management, and support of our City staff. I would also like to express my sincere appreciation to our employees. Your hard work, dedication and commitment to excellence is reflected every day in your service to our community. We all can take great pride in the successes over the past twenty-five years since incorporation, which includes a solid foundation of sound fiscal management, a committed staff, and a forwardthinking City Council. Thank you for your continued support and leadership in keeping Oakley on a PATH guided by our Mission, Vision, and Core Values!
Sincerely,
Josh McMurray
City Manager
10 488
Fiscal Year
2024/25 Executive Summary
The City of Oakley’s overall financial health is generally positive. While our impact fee funds continue to come in lower than anticipated due to the lack of development, the City’s general fund remains strong. Overall consumer spending has stayed flat and did not decline as some may have expected. With continuous discussion of a recession over the last two years, most economists have not forecasted a recession based on continued spending within the economy. Inflation has started to decrease, although still not at the desired Federal Reserve’s target, and high interest rates are making home sales less attractive to buyers and therefore slowing the development community. The City of Oakley positioned itself to handle a potential downturn in the economy or cooling of the housing market by adopting a minimum General Fund Reserve Policy of 30% of its operating expenditures budget. Federal assistance from the America Rescue Plan Act (ARPA) has also strengthened the budget providing just over $10 million to help with the business community recovery as well as some high priority projects for roadways and a library.
As always, the City’s 2024/25 Proposed Budget does not include all that we know is on the wish list, but what is presented here remains structurally balanced and true to the City’s newly adopted strategic priorities. The Operating Budget is a spending plan which serves as the legal authority granted by the City Council to commit financial resources. Total Operating Revenue for fiscal year 2024/25 is $71,795,178 and total Operating Expenditures are $76,711,555. The budget includes revenues and expenditures associated with core services provided by the city including police, public works, economic development, parks, planning, building, code enforcement, engineering and inspections, recreation, housing, and general administration. Other core services such as water, sewer, solid waste, and fire protection are provided by special districts or other third-party entities.
General Fund
The Proposed General Fund Budget reflects our continued commitment to keeping City administrative operations efficient and effective and ensuring the budget reflects a focus on the City’s highest priorities as outlined in the Strategic Plan 27+.
The General Fund Budget includes $32,136,950 in recurring revenues and $31,115,447 of recurring expenditures, including $2,288,200 in recurring transfers to other funds. Total Fiscal Year 2024/25 transfers out are estimated to be $6,288,200, which includes a $4,000,000 one-time transfer to the Library project, with a planned spending-down of fund balance in Fiscal Year 2024/25. In comparison to Fiscal Year 2023/24, transfers in the current budget are proposed to be $4.0 million more than in the prior year.
11 489
Fiscal Year
2024/25 Executive Summary
Available Fund Balance as of June 30, 2025 is projected to be an adequate $13.5 million, or almost 44% of projected Fiscal Year 2024/25 recurring expenditures, leaving approximately $4.1 million in available fund balance, beyond the minimal 30% Reserve Policy. As noted in the Ten-Year Plan, the budget has been prepared to ensure that recurring revenues remain in excess of recurring expenditures. A note of concern is also detailed in the Ten-Year Plan, in year ten there is the potential for expenditures to exceed revenue as staff has planned for the costs associated with a new library building. 33%
9%
2% 8%
38%
5%5%
General Fund Revenues
Property Tax
Sales Tax
Franchise Tax
Other Taxes
Interfund Charges For Services
Developer Fees
Intergovernmental Revenues
1%
1%
5%
8%
15%
8%
44%
18%
General Fund Expenditures
Animal Control
City Council
City Attorney
City Manager
Administrative Services
Public Works
Community
Development
Police
Transfers Out
$32.1 M $31.1 M
12 490
Fiscal Year
2024/25 Executive Summary
Transfers
Transfers to other funds are detailed in the budget document and anticipated to be approximately $6.3 million. With $4 million being a one-time appropriation to the library project the remainder is to streets maintenance, storm water and two lighting and landscaping districts that are unable to fund the needs of the districts. The most significant being $2.1 million to street maintenance followed by $100,000 transfer to the storm water fund in anticipation of increasing cost to implement state mandates.
Landscape Maintenance Districts
We continue to face the challenge of ensuring the funding of our Lighting and Landscaping District maintenance costs. Current economic conditions still do not support additional assessments or taxes, and staff manage many of the landscape districts simply at the bare minimum because adequate funds are not available. Nineteen of the City’s twenty-six zones were formed by the County prior to incorporation, and most do not have sufficient annual revenues to both operate and fund annual expenditures.
While no existing critical need is going unaddressed at present, this is an area of concern, and one staff will be looking into further detail in the upcoming fiscal year. Two of the neighborhood zones remain structurally imbalanced and rely on the General Fund to balance the budget. These two funds are discussed in more detail below.
Interfund Loans and Assistance to Landscape and Lighting Districts One of the City’s financial policies is that the City Council must approve inter-fund loans. Considering all aspects of the Proposed Budget as presented, it appears that the two funds listed below will likely need assistance from the General Fund during Fiscal Year 2024/25. Accordingly, staff recommends the following inter-fund transfers as part of the budget:
Fund 180 – Country Fair (aka Meadow Glen), assistance of $3,500 The maintenance cost of the irrigation systems, trails, landscaping, and appurtenant facilities located within public rights-of-way, public property, and designated easements within Zone 3, is higher than the revenue collected by this district. In past years, the City has loaned funds to help cover the shortfall of revenue to cover basis costs. However, it does not appear likely that there will be sufficient revenues collected in the future to repay these loans. Therefore, the shortfall projected for Fiscal Year 2024/25 is recommended to be covered by an operating transfer from the General Fund, rather than extending further funding as a loan. If revenue collections for the Country Fair Landscape and Lighting District improve or costs are reduced in the future, the District will begin to pay down the existing loan balance to the General Fund.
13 491
Fiscal Year
2024/25 Executive Summary
Fund 187 – Country Place, assistance of $21,500. This landscaping zone contains Nutmeg Park. The Park was constructed knowing that the annexation of future homes to the zone would be required for it to be able to collect assessments sufficient to perform proper regular maintenance. The annexations have yet to occur, and the General Fund has provided loans to the Fund each year so that the work could be performed and so that the General Fund can be repaid in the future when more revenues become available. Similar to Fund 180, Fund 187 does not currently appear likely to repay further loans. Therefore, the shortfall projected for Fiscal Year 2024/25 for the Country Place Landscaping District is also recommended to be covered by an operating transfer from the General Fund, rather than extending further funding as a loan. If revenue collections for the Country Place Landscape and Lighting District improve or costs are reduced in the future, the District will begin to pay down the existing loan balance to the General Fund.
Enterprise Resource Planning System Conversion
During Fiscal Year 2022-2023, the City of Oakley selected the Tyler Enterprise ERP (Tyler EERP) to replace our current ERP system, Tyler Eden, the support for which will be sunsetting soon. The conversion from Tyler Eden to Tyler EERP will represent a substantial commitment of staff time and effort but will be well worth it as the City of Oakley vastly improves efficiency, provides customer-friendly public access to City financial information, and allows easier transactions without the need for customers to come into City Hall. The conversion of ERP systems will also represent a substantial financial commitment. Fortunately, funds became available from the American Rescue Plan Act that will be utilized to cover the costs of this project, including the cost for consultants to help us manage the conversion project. A $976,123 software as a service (SAAS) agreement with Tyler Technologies for and a $254,080 professional consulting services agreement with Koa Hills were approved by the City Council, related to this ERP system conversion, which will take approximately three years to complete and will be completed in phases, as depicted in the chart on the next page.
Staff has spent a significant amount of time preparing for the implementation of Phase I, Finance, and will go live with the implementation on July 1, 2024.
14 492
Fiscal Year
2024/25 Executive Summary
Capital Projects
Presented separately and being approved by separate resolution are the detailed Proposed Five-Year Capital Improvement Program (CIP) and City of Oakley Fiscal Year 2024/25 Capital Budget with funds totaling $13,175,000. The majority of the allocations are for infrastructure improvements.
Major projects expected to continue or start in the current fiscal year are as follows:
15 493
Fiscal Year
2024/25 Executive Summary
East Cypress Road Widening (Knightson to Jersey Island) Laurel Road Widening (Cloverbrook to O’Hara) East Cypress Road Widening at CCWD Canal Crossing Enrico Cinquini Park O’Hara/Carpenter Intersection Improvement East Cypress Widening (Jersey Island to Bethel Island) Irrigation Well at Freedom Basin Marsh Creek Glenn Park Restoration Laurel Road Extension (Teton to Sellers) FY 2024/25 ADA Implementation FY 2024/25 Curb, Gutter & Sidewalk Oakley Library
FY 2024/25 Traffic Signal Modernization Amphitheater Speaker Project FY 2024/25 Traffic Calming O’Hara Widening (South of Laurel Rd and Grapevine) Further details of the executive summary can be found on the pages following and throughout the budget document. 16 494
Fiscal Year
2024/25 Accomplishments
As a team, the City Council and all City departments and divisions play a role in accomplishing the goals and objectives outlined in the Strategic Plan. The list below provides a snapshot of some of the accomplishments we have completed together in fiscal year 2024/25.
• Brought forward library and community center conceptual designs, identified $9.5M in funding for a new facility, and coordinated community stakeholder meetings for advertising, fundraising, and community engagement planning. • Conducted Staff Forums to bring the team together to discuss issues relevant to City operations and for team building. • Implemented citywide first amendment auditor and bias awareness training. • Restarted the internal Communications Committee to build interdepartmental communication and collaboration to effectively provide internal and external information.
• Maintained consistent and active community engagement efforts through social media, the weekly e-newsletter, digital public message boards and the printed Oak Leaf newsletter and established a weekly request for information from other community agency partners for the e-newsletter to better inform residents of local events and activities. • Restarted the Oakley Leadership Academy after a four-year hiatus. • Provided twice yearly updates to the City Council on the City’s Strategic Plan 27+. • Advertised and prepared related vacancies and term documentation for City Council appointed positions. • Coordinated regular updates to the City Council from partner agencies. • Had two participants in the Contra Costa Local Government Leadership Academy. • Hired an in-house Information Technology Manager to more efficiently and effectively manage and implement IT projects and daily operations.
• Fully restored City operations after the cyberattack within two weeks. • Implemented a helpdesk ticketing system to more efficiently track and respond to technology issues. • Implemented internal and external vulnerability scanning and penetration testing software. • Implemented a Zero Trust Network Access Policy
• Issued a Request for Proposals for a new City website. 17 495
Fiscal Year
2024/25 Accomplishments
• Implemented the Retail and Light Tenant Improvement & Façade Grant Program. • Implemented the Small Business Grant Program.
• Continued to hold the Oakley Small Business Workshop Series in partnership with Los Medanos College. • Continued to operate the Oakley Entrepreneur Center.
• Started to implement the updated Economic Development Workplan. • Conducted business outreach to businesses within and outside of Oakley. • Updated the opportunityoakley.com website.
• Signed a Purchase and Sale Agreement with R&R Pacific Construction, Inc. for the sale of 0.90 Acres of APN 037-160- 018 for the development of a mixed-use commercial/retail and residential project. • Continued to work with Thomas Properties on finding users for the 5400 Neroly and 1033 Main Street properties. • Entered into a partnership to sponsor Bass Angler Magazine tournaments here in Oakley, with multiple tournaments scheduled for the 2024 calendar year.
• Facilitated the Bridgehead Logistics Center project entitlements application submittal. • Facilitated the Shops at Laurel Ballfields project entitlement application submittal. • Completion of the Emergency Generator at City Hall and Recreation Center Project (CIP 228 & 248) • Completion of the Street Repair and Resurfacing Project (CIP 279) • Completion of the Downtown Gateway Plaza and Infrastructure Improvement Project (CIP 205) • Completion of the Downtown Parking Lot and Roadway Improvement Project (CIP 215) • Completion of the City Hall Solar Rooftop Project (CIP 286) • Completion of the Koda Dog Park Shade Structure Project (CIP 287) • Completion of the Cypress Grove Subdivision Pump Station Building Project (CIP 255) • Completion of the Briarwood Park and Daffodil Park Playground Resurfacing Project (CIP 305 & 307) • Completion of City Parks Drinking Fountain Replacements Project (CIP 308) • Completion and publication of the new City of Oakley Park and Trail Map • Procured and installed new Christmas Decorations at Civic Center Campus in preparation of the holidays season and Christmas Tree Lighting which was the most impressive in Oakley. 18 496
Fiscal Year
2024/25 Accomplishments
• Installed over thirty new concrete tables and benches at various Oakley parks. • Renovated eleven ball fields at Oakley parks.
• Installed over 650 Cubic Yard of new wood fibers at various Oakley Park playgrounds. • Inspected and serviced over 3,000 storm drain inlets citywide. • Installed a new HVAC system at the Senior Center
• Completion of the Wendy’s restaurant located at 1080 Main Street • Completion of the Mercantile Building located at 3350 Main Street • Completion of Pheasant Meadows and Vintner View Subdivisions 8736 and 8836 and frontage improvements along O’Hara Avenue
• Completion of the Ranchette’s Subdivision 9284 and frontage improvements along Oakley Road and Neroly Road • Completion of the Woodbury Subdivision 9516 and frontage improvements along E Cypress Road and Sellers Avenue • Completion of Cypress Crossings Subdivision 8904 and frontage improvements along E Cypress Road and Sellers Avenue
• Completion of the Tri Delta Transit Park and Ride Parking Lot frontage improvements along Main Street • Completion of Elm Lane Workforce Housing Apartments and public improvements along Elm Lane • Completed several GIS maps that we have posted on our website available for the residents of Oakley and other Departments to use such as: CIP & Development Interactive Map, Land Use and Zoning Map, Street Sweeping Map, Speed Limit Map, and the City of Oakley Trail Map
• Executed an Agreement with CCWD to secure $2.2 million dollars of funding towards CIP 310 to underground the canal at E Cypress Road and Jersey Island Road
• Coordinated with the East Contra Costa Regional Fee and Financing Authority to add CIP 302 to the program project list and to secure $20 million dollars to fund the design and construction of widening E Cypress Road between Jersey Island Road to Bethel Island Road
• Processed twenty-five land use entitlements from fifteen separate Planning project applications, including thirteen public hearings with the Planning Commission and eight public hearings and five regular calendar items with the City Council. 19 497
Fiscal Year
2024/25 Accomplishments
• Worked on twenty-three illegal marijuana growing operations while collaborating with the California Department of Cannabis Control and the Oakley Police Department Special Services Team (“OPD SST”). • Continued implementation of a schedule for Building Inspectors to be available 5 days a week for each week of the month.
• Conducted four separate Preliminary General Plan Amendment Work Sessions with both the Planning Commission and City Council.
• Completed and submitted City of Oakley Housing Element Annual Progress Report and SB 341 Annual Report for Calendar Year 2023 and submitted to HCD and OPR.
• Completed the General Plan Annual Report and submitted it to OPR and HCD. • Executed a contract with Cumming Group to begin work on the City of Oakley Climate Action Plan. • Continued relationship with EcoHero Show Team through a contract funded by grant money to continue their local grade school shows and presentation related to learning about the environment and recycling. • Secured $11,603 in grant funding through the City/County Annual Payment and Reporting System (related to recycling). • Secured $6,661 in grant funding through the Use Oil Payment Program (related to recycling). • Secured contracts with Agromin and Food Shift using CalRecycle grant money to assist the City in meeting SB 1383 (Organic Food Recovery) state mandates and laws.
• Continued participation in Contra Costa County Planning Director’s Meetings. • City Representative in AB 939 Manager’s Group.
• City Representative on the Marsh Creek Watershed Council led by the Contra Costa Resource Conservation District. • City Representative on the C4 (Contra Costa County Collaborative). • City Liaison for the Marsh Creek Restoration Project at Creekside Park. • Participated in County-wide Energy Efficiency Collaborative Meetings. • Spearheaded the Cannabis Fines Ordinance (AB 1684) for Council approval. • Worked alongside OPD SST to facilitate clean-up of unhoused encampments. • Made major steps on three long-term nuisance properties, including one currently in receivership. • Processed over 1,264 property registrations as part of the Residential Rental Inspection Program. 20 498
Fiscal Year
2024/25 Accomplishments
• Processed over 80 Home Business Permits.
• Opened over 1,000 Code Enforcement Cases after confirmed violations and continued work on several more opened in the previous fiscal year.
• Initialized over 5493 property maintenance cases.
• Issued over 1,386 Building Permits.
• Provided legal addresses for all new development projects. • Provided numerous CASp (Certified Access Specialist) related inspections upon request. • Works collaboratively with other agencies to finalize approval of the Elm Lane Apartments. • Building Division Staff received CALBO (California Building Officials) training. • Implemented EERP Phase 1 for Financial Software.
• Increased facility rentals by more than 40%.
• Organized several events to celebrate our 25th Anniversary year. • Increase the number of wellness events offered to city staff. • Applied for and received the budget award from the California Society of Municipal Finance Officers. • Applied for and received the ACFR award from the Governmental Finance Officers Association. • Promoted to Officers to the rank of Sergeant.
• Hired five sworn officers and three non-sworn employees. • Started the Special Services Team (SST), the first new unit in Oakley since becoming a stand-alone department. 21 499
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22 500
Fiscal Year
2024/25
Community Profile
Oakley at a Glance
The City of Oakley, incorporated in July 1999, is one of California’s youngest cities. Residents enjoy a charming area with an abundant housing supply, quality schools, and a friendly atmosphere that truly make Oakley, “A Place for Families in the Heart of the Delta.” Oakley is located in Eastern Contra Costa County, along Highway 4, in a corridor that also includes the cities of Pittsburg, Antioch and Brentwood, with proximity to the Mount Diablo State Recreation Area, California San Joaquin Delta, and access to the many amenities of the San Francisco Bay Area. The Big Break Regional Shoreline and the Big Break Visitors Center at the Delta are also among the many treasures enjoyed by Oakley and others who come to visit the City of Oakley.
Today, a landscape of gently rolling fields, orchards, and vineyards gives us a glimpse of Oakley’s agricultural past. From a quiet Delta farming town, Oakley has blossomed into a growing community of landscaped parks, abundant recreational opportunities, 23 501
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Community Profile
Oakley at a Glance
shopping centers, and planned business and commercial development. Oakley’s 45,736 residents enjoy a safe, progressive community that is rich in history, supports strong family values, and offers a high quality of life.
Our residents take pride in being part of a City that is building a prosperous future for generations to come. The new Oakley Mercantile building is completed and beginning to house new businesses and the Downtown Gateway Roadway and Parking project, highlighted as part of the budget cover is also complete and awaiting the train platform completion. The Oakley Mercantile building has brought two new Restaurants, plus a Coffee Shop, a Taproom, and a Dance Studio, which will create more attraction to Downton Oakley. This building is strategically located across from the Oakley Civic Center and will be complemented by new street infrastructure, a new Amtrak Platform Station and parking lots that accommodate over 275 parking spaces, including EV Charging Stations. 24 502
Anissa Williams
Mayor
Shannon Shaw
Vice Mayor
George Fuller
Councilmember
Aaron Meadows
Councilmember
Hugh Henderson
Councilmember
Fiscal Year
2024/25 Elected Officials
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2024/25 Leadership Team
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2024/25 City of Oakley Organizational Chart
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2024/25 Budget Strategies & Financial Policies
The City Council provides long-term policy guidance for conducting the City’s financial activities through its Statement of Financial Policies. These strategies and policies are presented to the Council with the intent they be reviewed each year to meet the following strategic objectives:
Budget Strategies
Strategic focus – The City’s financial management should be strategic, reflecting the Council’s and the community’s priorities for service while providing resources that realistically fund routine operations. The City Council and Staff participate in annual strategic planning sessions which results in an updated Strategic Planning Document. The Budget is intended to implement the City’s Strategic Plan.
Fiscal control and accountability – The City’s financial activities should be fiscally sound and accountable to the City Council through the City Manager.
Clarity – The City’s financial planning and reporting should be clear and easy to understand so that all participants, the Council, the community, and Staff can make informed decisions.
Long-term Planning – The City’s financial planning should emphasize multi-year horizons to promote long-term planning of resource use.
Flexible and cost-effective responses – The City’s financial management practices should encourage a mission-driven organization that responds to community demands quickly and in a straight-forward manner. The City’s management should flexibly respond to opportunities for better service, proactively manage revenues and cost-effectively manage ongoing operating costs.
Staffing philosophy – The City Council desires to retain a mix of contract and permanent staff in order to ensure a cost effective and flexible service delivery system. Annually, the City Manager will review with the City Council his/her recommendations regarding the ratio for the number of contract employees to total Staff.
The following Statement of Financial Policies includes the City’s policies, an assessment of whether the City is in compliance with each one as well as any comments or recommended changes to the policies. 31 509
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General Financial Goals
To maintain a financially viable City that can maintain an adequate level of municipal services. To maintain financial flexibility in order to be able to continually adapt to local and regional economic changes. To maintain and enhance the sound fiscal condition of the City.
Operating Budget Policies
The City Council will adopt a balanced budget by June 30 of each year. The City Manager will submit a budget calendar to the City Council no later than January 15th of each year. An annual base operating budget will be developed by verifying or conservatively projecting revenues and expenditures for the current and forthcoming fiscal year. During the annual budget development process, the existing base budget will be thoroughly examined to assure removal or reduction of any services or programs that could be eliminated or reduced in cost. Current revenues will be sufficient to support current operating expenditures (i.e., recurring expenditures will not exceed recurring revenues). One-time or unpredictable revenues will be used for one-time expenditures (including capital and reserves).
Annual operating budgets will provide for adequate design, construction, maintenance and replacement of the City’s capital plant and equipment.
Some older Lighting and Landscaping District zones do not have sufficient revenues to set aside enough to fund asset replacements when needed.
The purchase of new or replacement capital equipment with a value of $50,000 or more and with a useful life of two years or more will require Council approval.
The City will project its equipment replacement needs for the next three years and will update this projection each year. From this projection a replacement schedule will be developed, funded, and implemented. 32 510
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The City will avoid budgetary and accounting procedures which balance the current budget at the expense of future budgets.
The budget will include the appropriation of available but unassigned fund balances in special purpose funds.
In the Lighting and Landscaping Funds and Community Facilities Districts, the budget will include an appropriation of Asset Lifecycle Replacement Program reserves in an “unassigned asset replacement reserves” line item in each fund, equal to 25% of the available reserve balance, up to $100,000.
Prior approval of the City Manager will be required for the assignment and/or use of these appropriations.
All recommended increased appropriations of general-purpose revenues, General Fund reserves, or that transfer appropriations between funds during the year shall be presented to the City Council for approval. Amendments to that are made to authorize spending of increased or approved by the City Manager. The City will forecast its General Fund expenditures and revenues for each of the next 10 years and will update this forecast at least annually.
Revenue Policies
The City will work to develop a diversified and stable revenue system to protect it from short-term fluctuations in any one revenue source.
User fees will be adjusted annually to recover the full cost of services provided, except when the City Council determines that a subsidy from the General Fund is in the public interest. The City will seek, and with Council approval, apply for all possible Federal and State reimbursement for mandated projects and/or programs and Federal and State grant monies for City programs and projects. Capital improvements will be financed primarily through user fees, service charges, impact fees, or developer agreements when benefits can be specifically attributed to users of the facility. For projects financed with debt, the fees, charges, and/or contractual payments shall be established at a level sufficient to fund the project in its 33 511
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2024/25 Budget Strategies & Financial Policies
entirety, including the repayment of principal and interest on amounts borrowed. The City will consider future operations and maintenance costs as part of each project’s financing plan and ensure that funding sources are identified to properly operate and maintain the improvements when constructed.
Expenditure Policies
The City will maintain a level of expenditures which will provide for the public well-being and safety of the residents of the community.
Purchases shall be approved as described in the City’s Municipal Code; more specifically:
Purchases of more than $10,000 shall be supported by a Purchase Order approved by the Administrative Services Director and City Manager, and
Purchases of more than $50,000 shall be approved by City Council.
Capital Improvement Budget Policies
The City will make all capital improvements in accordance with an adopted and funded capital improvement program (CIP).
The City will develop an annual Five-Year Plan for Capital Improvements, including sections for CIP design, development, implementation, and operating and maintenance costs. The City will identify the estimated capital and ongoing operations and maintenance costs, potential funding sources and project schedule for each capital project proposal before it is submitted to the Council for approval. The City will coordinate development of the annual capital improvement budget with the development of the operating budget. All costs for internal professional services needed to implement the CIP will be included in the operating budget for the year the CIP is to be implemented. 34 512
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The Capital Budget will be based on the CIP, and each project’s unused appropriations at each year-end will be automatically rolled over to the subsequent year, until the project is completed. Additions to project funding plans require Council approval. Changes that do not increase funding levels may be approved by the City Manager. Cost tracking for components of the CIP will be implemented and updated quarterly to ensure project completion within budget and established timelines.
The Council will review the pavement management program each year at budget time and will seek to supplement Gas Tax, Measure J, other street improvement funds, and the Street Maintenance and Rehab Fund to adequately fund the program.
City Impact Fees shall be used to fund the direct and indirect costs associated with capital projects identified in the City’s impact fee studies.
Other Capital Improvement Policies
Design of capital improvements shall consider long-term cost efficiency and be based on standards that minimize construction costs while assuring acceptable useful life and reduce maintenance requirements.
Short-Term Debt Policies
The City may use short-term debt to cover temporary or emergency cash flow shortages. All short-term borrowing will be subject to Council approval by ordinance or resolution. The City may issue interfund loans in lieu of outside debt instruments to meet short-term cash flow needs. Such loans will be permitted only if an analysis of the lending fund indicates excess funds are available and the use of these funds will not impact its current operations. The prevailing interest rate, as established by the Administrative Services Director, will be paid to the lending fund, and such loan shall be approved by the City Council, documented by a memorandum signed by the City Manager, and filed with the Finance Division and City Clerk. 35 513
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2024/25 Budget Strategies & Financial Policies
Both the Original Budget adopted each year, and the Mid-Year Budget Report, will include a separate section identifying anticipated interfund loans, and the City Council’s approval of these reports shall be approval of the interfund loans.
Long-Term Debt Policies
The City will confine normal long-term borrowing to capital improvement projects it is unable to fund from current revenues in time to meet community needs or where a fiscal analysis shows that a significant benefit would accrue from building sooner at current prices and at current interest rates. When the City issues City long-term debt, it will employ a professional financial advisor to assist the City in obtaining the best possible outcomes in terms of planning, sizing, underwriting, insuring, and presentation of the City’s plans and position to bond rating agencies and the public. The City will also employ the services of qualified bond counsel and, as appropriate, disclosure counsel.
When the City issues assessment type debt, it will work cooperatively with the project area Developers to identify an appropriate and acceptable financing team to obtain the best possible outcomes for the City and its citizens and ensure compliance with all legal requirements.
The City projects that the Community Parks assessment program will, over time, be sufficient to pay for ongoing costs and repay General Fund advances (loans); but that until further development occurs in the City, the General Fund may make such advances to the Community Parks program to cover operating shortfalls. All such advances will be approved by the City Council.
Both the Original Budget adopted each year, and the Mid-Year Budget Report will include a separate section identifying anticipated interfund loans, and the City Council’s approval of these reports shall be approval of the interfund loans.
Where possible, the City will use special assessment bonds, revenue bonds, or other self-supporting bonds instead of general obligation bonds.
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Proceeds of long-term debt will not be used for current ongoing operations. The City may pledge General Fund revenues to facilitate debt; however, all debt will be supported by a dedicated revenue source identified prior to issuance that is expected to be sufficient to make the required debt service payments.
The City will maintain General Fund Emergency reserves at a level at least equal to 30% of General Fund operating expenditures. The primary purpose of this reserve is to protect the City’s essential service programs and funding requirements during periods of economic downturn (defined as a recession lasting two or more years) or other unforeseen catastrophic costs not covered by the Contingency Reserve. Should the balance in the reserve fall below the 30% threshold, a plan to restore the level over a period of no more than five years shall be included in each proposed annual budget reviewed with the City Council until the reserve has been returned to at least 30% of General Fund operating expenditures.
A Contingency Reserve will be budgeted each year for non-recurring unanticipated expenditures or to set aside funds to cover known contingencies with unknown costs.
The level of the Contingency Reserve will be established as needed but shall not be less than 2% of General Fund operating expenditures.
The City will establish an account to accumulate funds to be used for payment of accrued employee benefits for terminated employees. At each fiscal year end, the accumulated amount in the reserve shall be adjusted to equal the projected payout of accumulated benefits requiring conversion to pay on retirement for employees then eligible for retirement. (This is so there are funds to pay out accumulated benefits requiring conversion to pay on termination).
The City Manager may release and appropriate funds from this reserve during the year, but solely for terminal pay expenditures.
Claims Reserves will be budgeted at a level which, together with purchased insurance, adequately protects the City. The City will maintain a reserve of two times its deductibles for those claims covered by the insurance pool of which the City is a member (currently the Municipal Pooling Authority of Northern California). In addition, the 37 515
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City will perform an annual analysis of past claims not covered by the pool and reserve an appropriate amount to pay for uncovered claims.
In Fiscal Year 2021/22 the City changed the Street Maintenance Reserve Fund to the Street Maintenance Rehabilitation Fund. Funding for this fund comes from the General Fund and is used on projects to augment other streets funds such as Gas Tax and Measure J. While we are unable to fund all necessary costs to maintain the City’s streets to the level that we all desire, we are making a significant effort each year to fund all necessary streets projects.
In Fiscal year 2021/22 the City established an internal service fund for the maintenance and replacement of vehicles and split off equipment replacement into its own fund. In the Fiscal Year 2024/25 budget you will now see an internal service fund for Fleet maintenance and replacement as well as IT Equipment maintenance and replacement. The internal service fund will act as a set aside account to secure adequate funding for the maintenance and replacement of assets taking into consideration the assets life cycles. It is planned that by the end of Fiscal Year 2025 a Facilities Maintenance Fund will be set up as an internal service fund in order to better account for the needed funding for repairs and maintenance on all City facilities. This will be accomplished by converting the Facilities Maintenance Capital Asset Reserve fund into an internal service fund, similar to what was done in Fiscal Year 2021/22 with fleet. This will help us to work towards funding the maintenance needs of all City facilities.
Each year-end, until fully funded, all revenues in excess of expenditures in each landscaping district zone, shall increase the funds’ capital asset lifecycle replacement reserve. Each zone’s operating budget shall consider annual capital/asset lifecycle replacement needs.
The City will seek to build and maintain a Storm Drain Depreciation Reserve for costs associated with the major maintenance and capital improvement costs included in the Storm Drain program budget. The minimum reserve level will be 50% of the costs projected over the next five years. With existing revenues, such a reserve is not feasible. We will revisit this in 2024-2025. The City will establish a Reserve for Qualifying Expenditures and will transfer into it from current revenues all amounts necessary to ensure compliance with GANN Limit provisions. These funds will be used solely to pay for 38 516
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GANN Limit excludable capital expenditures. To qualify, they must be for assets having a value greater than $100,000 and having a useful life of at least 10 years.
Investment Policies
The City Manager and Administrative Services Director will annually submit an investment policy to the City Council for review and adoption and shall provide the Council with quarterly investment reports. The Administrative Services Director will invest the City’s monies in accordance with applicable laws and adopted investment policies and direct the investment of bond or note monies on deposit with a trustee or fiscal agent in accordance with the applicable indenture or issuance documents. The City will maintain liquid assets at a level sufficient to pay at least six months’ operating expenses.
Accounting, Auditing & Financial Reporting Policies
The City’s accounting and financial reporting systems will be maintained in accordance with generally accepted accounting principles and standards of the Governmental Accounting Standards Board. Basis of budgeting refers to the method used to recognize revenues and expenditures in the budget. For the City of Oakley, the basis of budgeting is the same as the basis for accounting. For governmental and fiduciary funds, the modified accrual basis is followed. Under the modified accrual basis, revenues are recognized only when they become susceptible to accrual, which means when they become both measurable and available. Revenue is measurable when the value of the transaction can be determined, and it is available when it is collectible in a manner that allows it to be used to pay liabilities in the current period. Governments normally define an availability period for revenue recognition, and the City of Oakley considers revenues related to a particular fiscal year available if they are collected within 60 days after that fiscal year’s end. 60 days is a common revenue recognition period. Expenditures are typically recorded when the liability is incurred, with the exception of debt service expenditures. Debt service expenditures are recorded when payment is due. 39 517
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The accrual basis is used for the proprietary funds, which includes the enterprise funds and the internal service funds. Under the accrual basis, revenues are recognized when they are earned, and expenses are recognized when the related liability is incurred.
A capital asset system will be maintained to identify all City assets, their condition, historical and estimated replacement costs, and useful life. All equipment with a cost of $5,000 or more and a useful life of more than two years, and all buildings, improvements and infrastructure with a cost of $50,000 or more and a useful life of more than two years will be capitalized and included in the system. While asset purchases and disposals will be tracked and accounted for each year, unless otherwise needed, vehicles and office equipment will be inventoried and infrastructure assets will be subject to an internal audit, every 3 years on a rotating cycle, with each category reviewed in turn.
Fixed Assets shall be accounted for using the following useful lives:
Buildings – 40 years
Improvements – 5-15 years
Machinery & Equipment – 5 years
Vehicles – 5 years
Roadways:
Streets (Includes Pavement, Sidewalk, Curb & Gutters, Trees & Signs) – 7-40 years Traffic Signals – 25 years
Streetlights – 40 years
Bridges – 100 years
Parks & Recreation:
General Improvements – 25 years
Specialty features – 10 years
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Monthly reports are available for the City Manager and Department Directors so that they may effectively evaluate their financial performance.
A Mid-Year Budget Review, assessing the status of both operating and capital activities and recommending appropriate mid-year adjustments, will be submitted to the City Council, and made available to the public in February each year.
An annual audit will be performed by an independent public accounting firm with the subsequent issue of an official Comprehensive Annual Financial Report, including an audit opinion. Full and continuing disclosure will be provided in the City’s financial statements and bond representations. The City will build and maintain a good credit rating in the financial community.
Grant Funding Policies
The City will remain current on available local, state, and federal grant funding and seek to make the most of grant opportunities for both operations and capital projects. The City will establish accounting procedures to support the tracking of grant funds and their use and for the timely administration of grant programs.
Grants that the City makes to others will be such that the City retains control of funds sufficient to ensure their use is consistent with grant specifications. This is expected to be accomplished by limiting grant disbursements to reimbursements or for the City to pay agreed upon costs directly on behalf of the Grantee, all of which should be outlined in a grant agreement approved by the Council.
Human Capital Investment Policies
The City will invest in its employees by maintaining a compensation structure that is based on market norms, considers internal alignment and equity among various groups of employees, supports and recognizes innovation and exceptional performance, and fosters teamwork within the organization. 41 519
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2024/25 Appropriation Controls
In addition to the Statement of Financial Polices above, the City Council has established the following policy regarding appropriation controls:
Appropriations requiring City Council Action
• Appropriation of reserves, except asset replacement or accrued benefits reserves. • Transfers between funds
• Appropriations of any unassigned revenues – unassigned revenues are those revenues that are not associated with a particular business or service unit.
Appropriations requiring City Manager Action
• Transfers within a fund or department
• Appropriations of unbudgeted assigned revenues – assigned revenues support a specific business or service unit and allow expansion or contraction of that unit in response to demand. • Appropriation of asset replacement reserves, accrued benefits reserves and unassigned balance of special purpose funds.
Appropriations of fiscal resources are approved by the City Council and managed by the City Manager. 43 521
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2024/25 Budget Schedule and Process
The Administrative Services Department is responsible for both preparing and monitoring the City’s Operating Budget.
The Finance Division begins the budget process with the development of the Operating Budget project schedule
approximately 8 months prior to the start of the fiscal year.
The project schedule ensures the City meets the
mandatory June budget adoption deadline.
All departments play a key role in the formation of the budget and utilize the strategic plan as a guide. The
Strategic Plan 27+ is reviewed several times throughout the year and updates are made to track progress of the
goals and initiatives. The Finance division provides a
budget packet to all departments, which includes all
instructions, forms, and information specific to the current budget cycle. Between January and March, all
departments enter, review, and adjust budgets as needed to ensure the proposed budget meets all of the defined
guidelines. Departments are responsible for entering
budgets for supplies and services and preparing personnel requests, capital improvement requests as well as new and replacement vehicle requests required to both achieve the assigned strategic initiatives and maintain quality service levels for the community. The Finance Division is
responsible for preparing revenue, internal service, debt service, transfers and personnel related budgets and the Engineering Division is responsible for the completion of the five-year capital improvement plan.
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2024/25 Budget Schedule and Process
Budget meetings are scheduled for review by the City Manager, the Administrative Services Director and department directors.
Once all of the reviews are completed, and all revisions have been incorporated, the Finance Division prepares the Operating Budget and holds a budget study session with the City Council, usually at the first meeting in May. This workshop not only gives the City Council the opportunity to give their direction on the proposed budget but provides a way for the community to be involved in the budgeting process. The proposed budget is incorporated into the City’s ten-year Fiscal Model projection, which is also presented at the workshop for City Council consideration of the long-term impacts of the proposed budget on the General Fund. The Finance Division incorporates changes from the Workshop into the draft budget and the final Operating Budget document is presented to City Council in June for formal adoption. The legal level of budgetary control is established at the fund level and adopted on a basis consistent with generally accepted accounting principles. Once adopted, the budget can be amended at any time by a City Council majority vote. 46 524
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2024/25 City-Wide Budget Overview
As can be seen in the Proposed All Funds Summary on the following pages, the City-wide projected revenues for Fiscal Year 2024/25 are just under $72.0 million, with projected expenditures of nearly $77.0 million. The Citywide expenditures are approximately $7.0 million or 10% higher than the Fiscal Year 2023/24 Adopted Budget of just under $70.0 million. This increase is predominantly due to large CIP projects budgeted in Fiscal year 2024/25 with funding allocated to the Library Project and the Laural Road Project. It is estimated that City-wide available resources will be $34.5 million at the beginning of Fiscal Year 2024/25 and $29.5 million at the end of the same fiscal year, due to the capital improvement projects listed above.
The Budget includes the appropriation of unassigned balances in special purpose funds so they can be assigned if needed during the year; although in the lighting and landscape funds and the capital facilities funds, available resources appropriated for unanticipated asset replacements are shown in the appropriation of available asset replacement reserves pursuant to City policy.
General Fund resources exclude the value of real estate held, which on June 30, 2024 is estimated to be roughly $3.3 million. It is important to note this is the book value of the land and not necessarily what the land is worth or may sell for in the future. The $3.3 million does not account for any land sales or purchases that may happen prior to the closing of the fiscal year. General Fund activity on this schedule also excludes interagency and economic development loan activity, which are required by City policy or approved separately by the City Council.
Any available fund balance in lighting and landscape district funds or community facilities district funds are held as reserve for future asset replacement needs.
Appropriations from a prior year capital project will roll into the new fiscal year, as with all capital project appropriation or encumbrances, per City policy.
The amounts shown in the appropriation of asset replacement reserves are included in the recommended expenditures.
These reduce the amount of replacement reserves available for appropriation for unanticipated replacement or remediation activities.
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The Successor Housing Agency Fund accounts for assets of the former Oakley Redevelopment Agency and loan repayments restricted to low and moderate income housing projects. -
20,000,000
40,000,000
60,000,000
80,000,000
100,000,000
120,000,000
Actual Actual Actual Projected Proposed
2020/21 2021/22 2022/23 2023/24 2024/25
CITY-WIDE REVENUE & EXPENDITURES
Revenue Expeditures
*Graph may differ from the All Funds Summary due to transfers between funds which may be revenues to some funds and expenditures to others but are shown separately in the all funds summary chart. 48 526
Fiscal Year
2024/25 All Funds Summary Fund # Fund Name
Estimated Available
Resources
July 1, 2024
Estimated Revenues
2024/2025
Proposed Expenditures
2024/2025
Transfers
2024/2025
Appropriation of Unassigned
Fund Balance
2024/2025
Estimated Available
Resources
July 1, 2025
LLAD/CFD Appropriation of
Available Asset Replacement
Reserves
100 General Fund $ 7,376,060 $ 32,136,950 $ 28,827,347 $ (2,288,200) $ (4,000,000) $ 4,397,462 110 Comm Facilities Dist #1 (Cypress Grove) 748,617 363,702 448,933 (10,866) 652,520 100,000 115 Oakley Creekside Park Restoration Grant - - - -
120 American Rescue Plan Act (ARPA) 1,152,495 7,963,425 7,963,425 1,152,495 132 Park Landscaping Zn 1 (Comm Parks) 4,709,003 2,402,002 2,243,076 (240,000) 4,627,929 100,000 133 LLD Zone 2 (Streetlighting) 126,170 400,895 551,657 119,085 94,493 31,677 134 Contra Costa Logistics Center (CFD 2020-1) 42,624 42,645 53,443 31,826 12,786 136 Agricultural Preservation 7,350 - 7,350
138 Downtown Revitalization 354,645 163,768 160,346 358,067 140 Gas Tax Fund 251,006 1,201,107 1,213,193 (119,085) 119,835 141 Road Maintenance and Rehab 242,734 1,134,561 1,178,983 198,312 145 Stormwater NPDES 81,392 588,200 514,013 127,638 283,217 148 Measure J 194,114 780,000 402,738 571,376
150 Police P-6 Fund - 8,105,000 8,105,000 -
151 Police SLESF Fund - 185,500 185,500 -
152 OTS Police Grant - - - -
153 Opioid Remediation(J&D) - - - -
154 Officer Wellness & Mental Health Grant - 13,000 13,000 - 168 Sports Field Maintenance Fund 256,234 50,000 22,780 283,454 170 LLD Vintage Parkway 173,245 18,563 134,717 5,000 62,091 55,709 171 LLD Oakley Ranch 12,128 26,546 36,061 2,613 4,262
172 LLD Empire 65,726 4,734 26,487 43,973 21,717
173 LLD Oakley Town Center 67,671 11,535 32,935 46,271 21,569 174 LLD Oak Grove 72,862 28,605 52,053 49,414 23,513
175 LLD Laurel Woods/Luna Estates 76,952 7,868 33,062 51,758 25,293 176 LLD South Forty 41,586 9,905 23,359 28,132 13,553
177 LLD Claremont 732 7,728 8,221 239 542
178 LLD Gateway 135,650 18,610 63,485 90,775 44,924
179 LLD Countryside (Village Green) 19,054 2,875 9,495 12,434 6,331 180 LLD Country Fair ( Meadow Glen) 63 5,473 8,924 3,500 112 181 LLD California Sunrise 59,371 3,702 23,214 39,859 19,561 182 LLD California Visions (Laurel) 127,990 12,250 54,184 86,056 41,983 183 LLD Claremont Heritage 186,928 18,540 79,337 126,131 61,061 184 LLD Country Fair (Meadow Glen II) 164,471 122,913 176,844 110,540 54,195 185 LLD Sundance 10,833 9,010 12,417 7,426 3,456
186 LLD Calif Jamboree (Laurel Anne) 323,538 88,184 218,135 30,000 223,587 100,000 187 LLD Country Place (63,389) 23,400 46,491 51,500 (34,980) 188 LLD Laurel Crest 69,092 87,800 222,087 120,000 54,805 22,776 189 LLD Marsh Creek Glen 171,966 117,508 214,019 75,455 100,000 190 LLD Quail Glen 91,642 38,514 61,869 68,287 23,882
191 Cypress Grove 309,728 335,664 415,896 10,000 239,496 100,000 192 South Oakley 497,978 511,006 582,077 10,000 436,907 100,000 193 Stone Creek 366,543 86,007 173,269 279,281 100,000
194 Magnolia Park 2,218,657 1,009,610 1,050,179 10,000 2,188,088 100,000 195 Summer Lakes 1,328,538 614,450 681,802 25,000 1,286,186 100,000 49 527
Fiscal Year
2024/25 All Funds Summary Fund # Fund Name
Estimated Available
Resources
July 1, 2024
Estimated Revenues
2024/2025
Proposed Expenditures
2024/2025
Transfers
2024/2025
Appropriation of Unassigned
Fund Balance
2024/2025
Estimated Available
Resources
July 1, 2025
LLAD/CFD Appropriation of
Available Asset Replacement
Reserves
201 General Capital Projects 223,917 10,000 4,006,408 4,000,000 227,509 202 Traffic Impact Fee Fund 329,863 3,355,655 3,414,702 270,816 204 Park Impact Fee Fund 344,026 870,498 32,073 1,182,451 206 Public Facilities Impact Fee Fund 2,173,012 788,895 527,939 (676,905) 1,757,063 221 2012 Refunding Assessment Bond CIP 729,506 - 825,538 231,481 135,449 222 2014 Refunding Assessment Bond CIP* 1,304,412 - 1,225,538 93,275 172,149 231 Main Street Fund - - - -
232 Regional Park Fund 2,442,531 368,901 2,136 2,809,296 235 Street Maintenance Reserve Fund 112,789 - 2,039,630 2,163,200 236,359 301 Developer Deposits Fund - 1,377,446 1,377,446 -
351 2016 COPs Debt Svc Fund 5,542 - 676,905 676,905 5,542 403 CFD - Citywide Stormwater 30,168 30,361 11,742 (1,844) 46,943 8,895 404 Fire Protection (CFD 2018-1) - 305,605 305,605 -
405 Emerson Ranch (2015-1) Parks/Lighting 695,939 257,337 343,937 609,339 100,000 406 Emerson Ranch (CFD 2015-1) Neighborhood 546,199 246,876 339,575 453,500 100,000 407 Emerson Ranch (CFD 2015-1) Storm 810,887 359,627 447,129 (7,477) 715,908 100,000 408 Prescott (CFD 2015-2 Zn 1) Neighborhood Park 28,036 23,203 30,166 21,073 7,276 409 Prescott (CFD2015-2) Zn 1 Storm 70,572 28,831 48,987 (889) 49,527 21,520 410 Doyle Rd Landscaping (CFD 2015-2 Zn 2) 60 1,336 1,382 14 411 Bella Estates Landscaping (CFD 2015-2 Zn 3) 7 1,546 1,538 15 412 Quicksilver Landscaping (CFD 2015-2 Zn 4) (289) 1,189 823 77 413 7-11/Self Storage Landscaping (CFD 2015-2 Zn 5) 631 1,444 1,548 527 174 414 Aspen Place Landscaping (CFD 2015-2 Zn 6) 5,661 8,642 10,330 3,973 1,824 415 Aspen Lane Landscaping (CFD 2015-2 Zn 7) 25,602 14,637 23,023 17,216 8,519 416 Duarte Ranch Landscaping (CFD 2015-2 Zn 8) 32,366 71,233 82,451 21,148 11,745 417 Duarte Ranch Stormwater (CFD 2015-2 Zn 8) 71,707 25,147 45,922 (2,493) 48,440 23,482 418 Nature Properties Landscaping (CFD 2015-2 Zn 10) 10,006 6,050 9,291 6,765 3,455 419 Chevron Laurel/O'Hara Landsc. (CFD 2015-2 Zn 12) 6,000 3,268 5,146 4,122 1,961 421 Gilbert Property Landscaping (CFD 2015-2 Zn 14) 410,344 593,360 675,642 328,062 100,000 422 Gilbert Property Stormwater (CFD 2015-2 Zn 14) 218,942 330,450 395,811 (4,069) 149,512 72,561 430 Vintner View (CFD 2015-2 Zn 29) 6,852 5,273 7,288 4,837 2,015 433 Reclamation District 799 (CFD 2022-2) - 436,556 436,556 - 434 Brownstone (CFD 2015-2 Z 31) - 10,896 3,295 7,601 2,640 435 Honey Creekside (CFD 2015-2 Zn 32) - 16,952 774 16,178 436 McDonald's & Quick Quack (CFD 2015-2 Zn 33) - 3,780 517 3,263 437 Machado Lane (CFD 2015-2 Zn 34) - 71,227 1,832 69,395 438 Sellers avenue (CFD 2015-2 Zn 35) - 6,143 562 5,581 501 Fleet Internal Service Fund 1,321,590 760,704 652,812 1,429,482 502 Capital Facilities Mtc and Replace Fund 456,841 1,000 534 457,307 503 Technology Internal Services 466,767 771,850 771,350 467,267 621 2012 Refunding AD 2004-1 Debt Svc Fund 241,258 1,123,125 932,515 (231,481) 200,387 622 2014 Refunding AD 2006-1 Debt Svc Fund 97,110 744,381 651,106 (93,275) 97,110 767 Successor Housing Agency (821,149) 10,000 20,000 (831,149) Total $ 34,469,704 $ 71,795,178 $ 76,711,555 $ (0) $ - $ 29,553,328 $ 1,954,857 50 528
Fiscal Year
2024/25 Revenue Summary By Fund
2020/21 2021/22 2022/23 2023/24 2024/25
Actual Actual Actual Projected Proposed
General Fund $ 27,842,383 $ 28,482,464 $ 32,248,293 $ 31,709,831 $ 32,136,950 Cypress Grove (CFD #1) 356,029 322,815 408,652 356,669 363,702 Oakley Creekside Park Restoration - 129,031 175,107 41,403 - American Rescue Plan Act (ARPA) - 686,282 763,069 - 7,963,425 Parks Landscaping Assessment (LLAD ZN 1) 1,709,126 1,878,328 2,266,802 2,311,290 2,402,002 Lighting Assessment District (LLAD ZN 2) 450,133 425,734 436,360 446,816 519,980 Contra Costa Logistics Center (CFD 2020-1) - 22,363 39,178 38,443 42,645 Agricultural Preservation 49 14 155 - -
Downtown Revitalization 259,254 288,305 271,253 251,226 163,768 Gas Tax 959,203 1,023,670 1,180,772 1,162,968 1,201,107 Gas Tax - RMRA SB1 780,389 863,938 985,055 1,017,551 1,134,561 Stormwater NPDES 519,250 508,962 531,118 563,310 715,838 Measure J 647,157 706,991 870,429 1,009,555 780,000
Police P-6 Assessment District 5,429,940 6,346,492 7,286,584 7,596,000 8,105,000 Supplemental Law Enforcement (SLEF) 157,096 161,347 166,117 165,700 185,500 OTS Police Grant 12,948 12,578 - 24,800 -
Opioid Remediation (J&D) - - - 13,637 -
Officer Wellness & Mental Health Grant - - - 28,000 13,000 Sports Field Maintenance 41,002 58,002 50,841 50,350 50,000 Vintage Parkway (LLAD ZN 3-1) 79,962 74,898 83,963 79,272 79,272 Oakley Ranch (LLAD ZN 3-2) 26,649 25,922 27,143 26,546 26,546 Empire (LLAD ZN 3-3) 5,105 2,885 6,778 4,734 4,734
Oakley Town Center (LLAD ZN 3-4) 11,473 9,340 13,104 11,535 11,535 Oak Grove (LLAD ZN 3-5) 28,919 26,762 30,635 28,605 28,605 Laurelwood/Luna Estates (LLAD ZN 3-6) 8,311 5,784 10,232 7,868 7,868 South Forty (LLAD ZN 3-7) 10,043 8,807 11,158 9,905 9,905 Claremont (LLAD ZN 3-8) 7,728 7,429 7,896 7,728 7,728
Gateway (LLAD ZN 3-9) 19,620 14,829 23,151 18,610 18,610 Countryside-Village Green (LLAD ZN 3-10) 2,814 2,108 3,328 2,875 2,875 Country Fair-Meadow Glen (LLAD ZN 3-11) 5,460 5,410 9,435 11,304 8,973 California Sunrise (LLAD ZN 3-12) 4,006 2,030 5,505 3,702 3,702 California Visions-Laurel (LLAD ZN 3-13) 13,068 8,867 16,260 12,250 12,250 Claremont Heritage (LLAD ZN 3-14) 19,730 13,789 24,295 18,540 18,540 Country Fair-Meadow Glen II (LLAD ZN 3-15) 123,948 118,601 128,266 122,844 122,913 Sundance (LLAD ZN 3-16) 8,999 8,643 9,273 9,010 9,010
CA Jamboree-Laurel Anne (LLAD ZN 3-17) 120,445 109,378 128,996 118,184 118,184 Country Place (LLAD ZN 3-18) 43,402 43,400 43,400 63,400 74,900 51 529
Fiscal Year
2024/25 Revenue Summary By Fund
2020/21 2021/22 2022/23 2023/24 2024/25
Actual Actual Actual Projected Proposed
Laurel Crest (LLAD ZN 3-19) 158,341 155,384 160,497 177,800 207,800 Marsh Creek Glen (LLAD ZN 3-20) 104,032 95,352 119,443 114,801 117,508 Quail Glen (LLAD ZN 3-21) 33,681 31,312 38,269 37,635 38,514 Cypress Grove (LLAD ZN 3-22) 305,345 291,967 338,531 337,930 345,664 South Oakley (LLAD ZN 3-23) 433,499 427,947 483,726 496,657 521,006 Stone Creek (LLAD ZN 3-24) 60,773 56,823 81,147 78,216 86,007 Magnolia(LLAD ZN 3-25) 781,327 803,392 980,095 996,320 1,019,610 Summer Lake (LLAD ZN 3-26) 470,324 484,409 585,949 610,285 639,450 General Capital Projects 1,600,190 1,148,265 7,635,813 2,159,376 4,010,000 Traffic Impact Fee 6,000,687 4,329,404 2,199,491 1,670,000 3,355,655 Park Impact Fee 3,732,746 2,588,457 1,399,593 500,000 870,498 Public Facilities Impact Fee 2,636,471 1,642,042 647,259 415,000 788,895 Fire Impact Fee* 531,359 658,536 202,374 - -
2021 Refunding Assessment Bond CIP 83,002 92,478 3,441 - 231,481 2014 Refunding Assessment Bond CIP 125,455 119,082 18,303 - 93,275 Main Street 350,000 350,000 10,000 - -
Regional Park (CFD) 187,671 284,637 335,214 348,000 368,901 Street Maintenance Rehabilitation Fund 1,025,000 4,000,000 2,000,000 - 2,163,200 Developer Deposits 1,198,719 1,330,150 1,369,542 1,200,000 1,377,446 Debt Service 674,274 667,391 674,107 676,779 676,905
Stormwater Citywide (CFD) 4,428 9,671 14,165 14,101 30,361 Fire Protection (CFD 2018-1) 65,073 246,015 307,112 300,000 305,605 Emerson Ranch Parks/Streetlighting (CFD-2015-1) 188,911 192,468 241,223 225,595 257,337 Emerson Ranch Neighborhood (CFD-2015-1) 180,781 184,484 229,568 216,427 246,876 Emerson Ranch Stormwater (CFD-2015-1) 263,487 268,601 334,271 315,305 359,627 Prescott Landscaping (CFD-2015-1) 26,147 20,404 22,070 21,462 23,203 Prescott Stormwater (CFD-2015-1) 24,895 25,433 25,637 26,666 28,831 Doyle Rd. Landscaping (CFD-2015-1) (330) 924 979 1,009 1,336 Bella Estates Landscaping (CFD-2015-1) 535 1,048 1,429 1,429 1,546 Quicksilver Landscaping (CFD-2015-1) (1,249) 1,049 1,101 1,099 1,189 7-11/Self Storage Landscaping (CFD-2015-1) 788 1,275 1,361 1,335 1,444 Aspen Place Landscaping (CFD-2015-1) 9,836 7,444 8,007 7,793 8,642 Aspen Lane Landscaping (CFD-2015-1) 15,450 12,373 13,582 12,936 14,637 Duarte Ranch Landscaping (CFD-2015-1) 60,720 62,756 66,845 65,873 71,233 Duarte Ranch Stormwater (CFD-2015-1) 21,841 22,222 24,985 23,259 25,147 Nature Properties Landscaping (CFD-2015-1) 5,001 5,117 5,614 5,349 6,050 Chevron Laurel & O'Hara Landscaping (CFD-2015-1) 2,824 2,890 3,174 3,021 3,268 Gilbert Property Landscaping (CFD-2015-1) 323,523 435,333 558,794 549,860 593,360 52 530
Fiscal Year
2024/25 Revenue Summary By Fund
2020/21 2021/22 2022/23 2023/24 2024/25
Actual Actual Actual Projected Proposed
Gilbert Property Stormwater (CFD-2015-1) 129,774 242,204 311,180 306,323 330,450 Vintner View Landscaping (CFD-2015-1) - - 4,873 4,879 5,273 Reclamation District 799 (CFD-2022-2) - - - 233,112 436,556 Brownstone Landscaping (CFD-2015-1) - - - 5,818 10,896
Honey Creekside Landscaping (CFD-2015-1) - - - - 16,952 McDonald's & Quick Quack Landscaping (CFD-2015-1) - - - - 3,780 Machado Lane Landscaping (CFD-2015-1) - - - - 71,227
Sellers Avenue Landscaping (CFD-2015-1) - - - - 6,143
Fleet Maintenance and Replacement ISF 307,292 344,106 620,332 697,176 760,704 Capital Facilities Maintenance and Replacement 136,189 466,469 612,609 - 1,000 Technology Maintenance and Replacement ISF - 367,436 561,950 190,000 771,850 AD 2004-1 Debt Service Fund 1,212,642 11,665,209 1,225,813 1,167,889 1,123,125 AD 2006-1 Debt Service Fund 770,832 747,196 787,768 746,740 744,381 Tax Increment Housing 5,610 46,776 90,558 10,000 10,000 Total Revenue $ 63,951,534 $ 77,342,130 $ 73,620,393 $ 62,317,716 $ 79,527,471 Please Note: The total for the All Funds Summary differs from the Revenue Summary by Fund and Expenditure Summary by Fund due to transfers between funds which can be recorded as revenue to some funds and expenditures to others. 53 531
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Fiscal Year
2024/25 Expenditure Summary By Fund
2020/21 2021/22 2022/23 2023/24 2024/25
Actual Actual Actual Projected Proposed
General Fund $ 21,608,774 $ 26,306,305 $ 33,273,824 $ 30,393,780 $ 35,115,547 Cypress Grove (CFD #1) 140,326 423,091 397,337 1,984,898 459,799 Oakley Creekside Park Restoration - 170,508 140,626 125,332 - American Rescue Plan Act (ARPA) - 566,119 569,833 9,045,638 7,963,425 Parks Landscaping Assessment (LLAD ZN 1) 1,043,070 1,532,619 1,540,644 2,351,280 2,483,076 Lighting Assessment District (LLAD ZN 2) 383,775 425,734 447,235 511,328 551,657 Contra Costa Logistics Center (CFD 2020-1) - 3,500 7,500 45,679 53,443 Agricultural Preservation - - - - -
Downtown Revitalization 223,410 180,478 196,048 171,799 160,346 Gas Tax 602,197 664,533 1,049,879 1,730,629 1,332,278
Gas Tax - RMRA SB1 83,937 1,037,164 1,104,856 2,125,618 1,178,983 Stormwater NPDES 595,016 743,845 695,506 892,279 514,013 Measure J 476,111 122,197 443,444 2,959,315 402,738
Police P-6 Assessment District 5,428,145 6,341,613 7,265,759 7,250,700 8,105,000 Supplemental Law Enforcement (SLEF) 157,020 160,735 165,948 165,700 185,500 OTS Police Grant 13,799 11,727 - 24,800 -
Opioid Remediation (J&D) - - - 18,000 -
Officer Wellness & Mental Health Grant - - - 28,000 13,000 Sports Field Maintenance 25,907 19,606 622 25,700 22,779 Vintage Parkway (LLAD ZN 3-1) 68,726 69,758 59,430 128,862 134,717 Oakley Ranch (LLAD ZN 3-2) 28,463 29,429 29,654 37,854 36,061 Empire (LLAD ZN 3-3) 4,669 3,884 3,937 26,421 26,487
Oakley Town Center (LLAD ZN 3-4) 11,854 7,388 7,926 33,560 32,935 Oak Grove (LLAD ZN 3-5) 21,682 23,404 19,925 51,214 52,053 Laurelwood/Luna Estates (LLAD ZN 3-6) 8,656 6,140 5,944 32,089 33,062 South Forty (LLAD ZN 3-7) 8,358 8,151 8,256 22,533 23,359 Claremont (LLAD ZN 3-8) 10,921 10,602 10,520 14,208 8,221 Gateway (LLAD ZN 3-9) 19,861 22,160 19,036 67,728 63,485 Countryside-Village Green (LLAD ZN 3-10) 3,505 3,526 3,475 10,084 9,495 Country Fair-Meadow Glen (LLAD ZN 3-11) 7,872 8,888 9,367 8,800 8,924 California Sunrise (LLAD ZN 3-12) 2,428 2,791 2,800 22,536 23,214 California Visions-Laurel (LLAD ZN 3-13) 9,732 9,760 8,890 52,416 54,184 Claremont Heritage (LLAD ZN 3-14) 14,222 10,389 9,307 75,854 79,337 Country Fair-Meadow Glen II (LLAD ZN 3-15) 108,308 115,025 124,650 176,031 176,844 Sundance (LLAD ZN 3-16) 9,337 8,148 8,286 13,243 12,417 CA Jamboree-Laurel Anne (LLAD ZN 3-17) 108,955 112,777 121,706 218,184 218,135 Country Place (LLAD ZN 3-18) 49,153 43,279 46,983 44,201 46,491 55 533
Fiscal Year
2024/25 Expenditure Summary By Fund
2020/21 2021/22 2022/23 2023/24 2024/25
Actual Actual Actual Projected Proposed
Laurel Crest (LLAD ZN 3-19) 167,690 162,496 175,298 199,810 222,087 Marsh Creek Glen (LLAD ZN 3-20) 53,908 71,059 55,676 409,647 214,019 Quail Glen (LLAD ZN 3-21) 22,461 23,781 33,745 66,310 61,869 Cypress Grove (LLAD ZN 3-22) 336,657 312,662 423,655 587,547 415,896 South Oakley (LLAD ZN 3-23) 443,990 451,905 370,554 557,420 582,077 Stone Creek (LLAD ZN 3-24) 19,806 20,640 22,643 167,197 173,269 Magnolia(LLAD ZN 3-25) 701,137 830,035 626,645 1,216,436 1,050,179 Summer Lake (LLAD ZN 3-26) 283,848 479,587 397,183 658,070 681,802 General Capital Projects 1,490,274 2,367,946 3,330,818 8,277,435 4,006,408 Traffic Impact Fee 4,415,768 1,100,760 2,243,163 14,619,379 3,414,702 Park Impact Fee 593,811 159,812 832,807 7,756,412 32,073 Public Facilities Impact Fee 755,092 728,911 1,096,062 1,138,220 1,204,844 Fire Impact Fee* 768,305 658,536 202,374 - -
2021 Refunding Assessment Bond CIP 109,581 55,090 56,010 - 825,538 2014 Refunding Assessment Bond CIP - - - - 1,225,538
Main Street 70,752 1,418,839 773,992 483,057 -
Regional Park (CFD) 42,463 54,199 12,309 21,134 2,136
Street Maintenance Rehabilitation Fund 269,378 2,558,152 162,392 5,217,608 2,039,630 Developer Deposits 1,199,934 1,330,217 1,369,542 1,200,000 1,377,446 Debt Service 673,225 671,670 674,622 711,779 676,905
Stormwater Citywide (CFD) 5,515 2,059 1,785 7,021 13,586 Fire Protection (CFD 2018-1) 76,521 245,945 307,144 248,256 305,605 Emerson Ranch Parks/Streetlighting (CFD-2015-1) 95,862 141,851 149,306 325,595 343,937 Emerson Ranch Neighborhood (CFD-2015-1) 96,005 136,394 180,366 316,427 339,575 Emerson Ranch Stormwater (CFD-2015-1) 121,809 254,325 299,232 415,305 454,606 Prescott Landscaping (CFD-2015-1) 16,167 17,671 17,520 29,261 30,166 Prescott Stormwater (CFD-2015-1) 25,900 32,677 8,160 43,015 49,876 Doyle Rd. Landscaping (CFD-2015-1) 1,212 1,572 1,556 1,545 1,382 Bella Estates Landscaping (CFD-2015-1) 1,211 1,572 1,557 1,005 1,538 Quicksilver Landscaping (CFD-2015-1) 1,902 2,272 2,257 1,105 823 7-11/Self Storage Landscaping (CFD-2015-1) 1,903 2,272 2,257 1,667 1,548 Aspen Place Landscaping (CFD-2015-1) 9,023 9,080 9,190 11,964 10,330 Aspen Lane Landscaping (CFD-2015-1) 8,888 8,404 9,085 20,118 23,023 Duarte Ranch Landscaping (CFD-2015-1) 63,040 73,049 73,946 82,881 82,451 Duarte Ranch Stormwater (CFD-2015-1) 14,323 20,398 23,446 39,078 48,414 Nature Properties Landscaping (CFD-2015-1) 3,684 4,078 4,063 8,631 9,291 Chevron Laurel & O'Hara Landscaping (CFD-2015-1) 1,906 2,275 2,259 4,714 5,146 Gilbert Property Landscaping (CFD-2015-1) 179,997 332,415 526,396 635,262 675,642 56 534
Fiscal Year
2024/25 Expenditure Summary By Fund
2020/21 2021/22 2022/23 2023/24 2024/25
Actual Actual Actual Projected Proposed
Gilbert Property Stormwater (CFD-2015-1) 37,758 173,349 217,685 357,547 399,880 Vintner View Landscaping (CFD-2015-1) - - 1,007 1,894 7,288 Reclamation District 799 (CFD-2022-2) - - - - 436,556
Brownstone Landscaping (CFD-2015-1) - - - - 3,295
Honey Creekside Landscaping (CFD-2015-1) - - - - 774
McDonald's & Quick Quack Landscaping (CFD-2015-1) - - - - 517 Machado Lane Landscaping (CFD-2015-1) - - - - 1,832
Sellers Avenue Landscaping (CFD-2015-1) - - - - 562
Fleet Maintenance and Replacement ISF 324,322 282,484 385,856 764,370 652,812 Capital Facilities Maintenance and Replacement 275,564 282,336 719,883 421,348 534 Technology Maintenance and Replacement ISF - 134,089 212,243 190,000 771,350 AD 2004-1 Debt Service Fund 1,154,371 12,505,353 932,925 926,630 1,163,996 AD 2006-1 Debt Service Fund 767,042 765,688 648,249 649,631 744,381 Tax Increment Housing 8,495 7,243 28,718 10,000 20,000
Total Expenditure $ 46,988,688 $ 68,100,417 $ 65,424,734 $ 109,688,020 $ 84,388,137 Please Note: The total for the All Funds Summary differs from the Revenue Summary by Fund and Expenditure Summary by Fund due to transfers between funds which can be recorded as revenue to some funds and expenditures to others. Expenditures will also differ by the assets replacement reserve for LLAD's and CFD's as projected and proposed budgets include a reserve per the policy.
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58 536
Fiscal Year
2024/25 Position Allocation
Position
FTE
2024/2025
FTE
2023/2024
Change in
FTE
City Manager 1.00 1.00 -
Assistant City Manager 1.00 1.00 -
Total Division 2.00 2.00 -
City Clerk 0.85 0.85 -
Paralegal 0.15 0.15 -
Deputy City Clerk 1.00 1.00 -
Office Assistant 1.00 1.00 -
Total Division 3.00 3.00 -
IT Manager 1.00 1.00 -
Total Division 1.00 1.00 -
Economic Development Analyst 1.00 1.00 -
Total Division 1.00 1.00 -
Total City Manager's Department 7.00 7.00 -
Position
FTE
2024/2025
FTE
2023/2024
Change in
FTE
Administrative Services Director 0.40 1.00 (0.60)
Human Resources Manager 1.00 1.00 -
Administrative Technician 0.50 0.50 -
Total Division 1.90 2.50 (0.60)
City Manager's Department
City Clerk
Division
Econ
Dev.
Division
Administrative Services Department
IT
Division
Human
Resources
Division
City
Manager
Division
59 537
Fiscal Year
2024/25 Position Allocation
Position
FTE
2024/2025
FTE
2023/2024
Change in
FTE
Administrative Services Director 0.40 - 0.40
Finance Manager 1.00 1.00 -
Accountant 1.00 1.00 -
Payroll Specialist 1.00 1.00 -
Accounting Technician 1.00 1.00 -
Administrative Technician 0.50 0.50 -
Total Division 4.90 4.50 0.40
Administrative Services Director 0.20 - 0.20
Recreation Manager 1.00 1.00 -
Recreation & Events Coordinator 1.00 1.00 -
Assistant Recreation & Events Coordinator 1.00 1.00 -
Office Assistant 1.00 1.00 -
Senior Recreation Leader 0.95 - 0.95
Recreation Leader/Recreation Aide varies 0.95 (0.95)
Total Division 5.15 4.95 0.20
Total Administrative Services Department 11.95 11.95 -
Finance
Division
Administrative Services Department
Recreation
Division
60 538
Fiscal Year
2024/25 Position Allocation
Position
FTE
2024/2025
FTE
2023/2024
Change in
FTE
Community Development Director 0.40 1.00 (0.60)
Chief Building Official 0.50 1.00 (0.50)
Senior Permit Technician 1.00 1.00 -
Permit Technician 1.00 1.00 -
Building Inspector 2.00 2.00 -
Administrative Assistant 0.40 1.00 (0.60)
Total Division 5.30 7.00 (1.70)
Community Development Director 0.40 - 0.40
Planning Manager - 1.00 (1.00)
Senior Planner 1.00 - 1.00
Associate Planner 1.00 1.00 -
Administrative Assistant 0.40 - 0.40
Total Division 2.80 2.00 0.80
Community Development Director 0.20 - 0.20
Chief Building Official 0.50 - 0.50
Code Enforcement Officer 1.00 1.00 -
Code Enforcement Technician 2.00 2.00 -
Administrative Assistant 0.20 - 0.20
Total Division 3.90 3.00 0.90
Total Community Development Department 12.00 12.00 -
Community Development Department
Building
Division
Planning
Division
Code Enforcement
Division
539
Fiscal Year
2024/25 Position Allocation
Position
FTE
2024/2025
FTE
2023/2024
Change in
FTE
Public Works Manager 0.35 - 0.35
Public Works Foreman 1.00 1.00 -
Public Works Maintenance Worker 1.00 1.00 -
Total Division 2.35 2.00 0.35
Public Works Manager 0.30 - 0.30
Public Works Foreman 1.00 - 1.00
Facilities Maintenance Worker - 1.00 (1.00)
Custodian 2.00 2.00 -
Total Division 3.30 3.00 0.30
Public Works Director/City Engineer 1.00 1.00 -
Engineering Manager 1.00 1.00 -
Associate Engineer* 1.00 1.00 -
Public Works Inspector 1.00 1.00 -
Engineering Technician - 1.00 (1.00)
Assistant Engineer 1.00 - 1.00
Administrative Supervisor 1.00 1.00 -
Administrative Assistant 0.50 1.00 (0.50)
Total Division 6.50 7.00 (0.50)
* this position may be filled with the lower Assistant Engineer if we are unable to find a qualified candidate Public Works Department
Facilities
Division
Engineering
Division
Streets
Division
62 540
Fiscal Year
2024/25 Position Allocation
Position
FTE
2024/2025
FTE
2023/2024
Change in
FTE
Public Works Manager 0.35 1.00 (0.65)
Public Works Foreman 1.00 1.00 -
Park Ranger 1.00 1.00 -
Public Works Maintenance Worker 5.00 5.00 -
Administrative Assistant 0.50 0.50
Total Division 7.85 8.00 (0.15)
Total Public Works Department 20.00 20.00 -
Position
FTE
2024/2025
FTE
2023/2024
Change in
FTE
Police Chief 1.00 1.00 -
Lieutenant 2.00 2.00 -
Sergeant 7.00 8.00 (1.00)
Police Officer 32.00 30.00 2.00
Total Division 42.00 41.00 1.00
Police Department
Public Works Department
Sworn
Division
Parks
Division
63 541
Fiscal Year
2024/25 Position Allocation
Position
FTE
2024/2025
FTE
2023/2024
Change in
FTE
Police Services Assistant 3.48 3.48 -
Property & Evidence Technician 1.00 1.00 -
Records Supervisor 1.00 1.00 -
Police Records Assistant 2.00 2.00 -
Administrative Technician 1.00 1.00 -
Total Division 8.48 8.48 -
Total Police Department 50.48 49.48 1.00
Position
FTE
2024/2025
FTE
2023/2024
Change in
FTE
Mayor 1.00 1.00 -
Vice-Mayor 1.00 1.00 -
Council Member 3.00 3.00 -
Total Elected 5.00 5.00 -
City Attorney 0.25 0.25 -
Assistant City Attorney 0.25 0.25 -
Total Contract 0.50 0.50 -
Network Engineer 1.00 1.00 -
Total Contract 1.00 1.00 -
City Council
Elected
Police Department
City
Attorney
Contract
IT
Contract
Non-Sworn & Records
Division
Elected Officials and Contract Employees
64 542
Fiscal Year
2024/25 Position Allocation
Position
FTE
2024/2025
FTE
2023/2024
Change in
FTE
Building Official/Permit Center Manager - 0.80 (0.80)
Total Contract - 0.80 (0.80)
Total Elected and Contract 6.50 7.30 (0.80)
Total City Employees 101.43 100.43 1.00
Total Elected Officials 5.00 5.00 -
Total Contract 1.50 2.30 (0.80)
Grand Total 107.93 107.73 0.20
Elected Officials and Contract Employees
Building
Contract
The net increase to City employees for Fiscal Year 2024/25 is 1.00 positions. This is the addition of a Police Officer in the Police Department. There are two positions being reclassified and detail is provided in the Public Works detail.
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66 544
Fiscal Year
2024/25 Employee Benefits
Defined Benefit Retirement Plan - The City participates in the California Public Employees’ Retirement system (CalPERS) and provides the following benefit formulas, with the formula designation depending on the hire date and prior CalPERS service of the employee:
Miscellaneous Employees
• Classic Tier 1: 2.5% @ 55, highest single year, if hired before October 18, 2010 • Classic Tier 2: 2.0% @ 60, highest single year, if hired on or after October 18, 2010 • PEPRA Tier 3: 2.0% @ 62, average 3-year final compensation, if hired on or after January 1, 2013 Safety
• PEPRA 2.7% @ 57, average 3-year final compensation, all sworn personnel.
For employees that are currently active in CalPERS, the City does NOT participate in Social Security, except for the mandatory 1.45% payroll deduction for Medicare.
Health and Welfare – The City offers numerous plans including both HMO and PPO plans with the City currently providing up to $1,935 per month for family coverage (will change to $2,060 in December of 2024) or up to $1,235 for employee only coverage to be used toward the premium for health insurance coverage.
If an employee has existing group coverage, they can receive $400 as cash-in-lieu.
Dental and Vision coverage for employees and family is paid for by the City.
Medical Trust – Sworn employees receive a contribution of $450 per month toward their Medical Trust with Peace Officers Research Association of California (PORAC).
All non-sworn employees receive a contribution of $50 per pay period toward a retiree health savings plan.
Deferred Compensation – 457 and 401a plans available, including a City match of employee’s contributions (up to 1% of base salary) for general staff.
67 545
Fiscal Year
2024/25 Employee Benefits
Holidays – 14 scheduled holidays
Vacation – Accrual of 80 hours per year initially and incrementally increasing up to 200 hours per year after 15 years of service (accrued with each pay period).
Management Leave – 96 hours per year (for salaried employees only) Sick Leave – 96 hours per year (accrued with each pay period).
Life Insurance - If an employee’s death occurs while covered under this plan, the employee’s designated beneficiary will receive a benefit of $100,000. The City of Oakley pays for this benefit premium. Additional life insurance benefit amounts (over $100,000) are available, but premiums are paid for solely by the employee.
Long Term Disability –Insurance provides income protection in the event of a disability. The plan pays 2/3’s of the employee’s salary up to a maximum monthly benefit of $6,667. This is a City paid benefit for all general staff.
Flexible Spending Accounts – Tax deferred options for dependent care, health care, and commuter expenses are offered.
Wellness – Gym or physical fitness premiums for employee only can be reimbursed, up to $35 per month.
Tuition Reimbursement – Employees have up to $2,500 per fiscal year available to cover tuition and book costs to continue their education at an institution accredited by the Western Association of Schools and Colleges. 68 546
Fiscal Year
2024/25 Employee Benefits
CalPERS, 40.9%
Health/Dental/Vision,
44.6%
Deferred
Compensation/Retiree
Medical, 8.7%
Life/LTD, 0.7%
Medicare/ SUI/OASDI,
4.9%
Other, 0.2%
CalPERS Health/Dental/Vision Deferred Compensation/Retiree Medical Life/LTD Medicare/ SUI/OASDI Other 69 547
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70 548
Fiscal Year
2024/25 General Fund Budget Overview
The Proposed General Fund Operational Budget for Fiscal Year 2024/25 is balanced, with $32,136,950 of expected revenues and $31,115,547 of recurring expenditures. This includes on-going transfers to streets capital projects, lighting and landscape districts that can no longer support themselves and the storm water fund that state mandate costs are no longer in line with revenues received. This transfer totals $2,288,200 and is allocated as follows: $2,163,200 to streets, $25,000 to lighting and landscaping districts and $100,000 to the storm water fund. There is a proposed transfer of funds of $4,000,000 from undesignated fund balance that is not considered recurring and therefore accounted for in one-time expenditures. Total proposed General Fund Expenditures, including one-time transfers to other funds is $35,115,547 and is $2,978,597 more than projected revenues intended to come from fund balance.
-
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000
35,000,000
Actual Actual Actual Projected Proposed
2020/21 2021/22 2022/23 2023/24 2024/25
GENERAL FUND REVENUE & EXPENDITURES
EXCLUDING ONE-TIME TRANSFERS
Revenue Expeditures
71 549
Fiscal Year
2024/25 General Fund Budget Overview
As depicted in the chart above, total General Fund revenues have tended to exceed expectations and exceed total expenditures from Fiscal Years 2020/21 through 2024/25. With substantial contributions into capital projects in Fiscal Year 2022/23, expenditures were expected to exceed revenues, with a planned use of fund balance. As revenues continued to exceed expectations, you can see this was not the case. For Fiscal Year 2024/25, there is another planned use of fund balance for the General Fund in the amount of $4,000,000 allocated to the Library project. As this is a one-time expenditure, it is not included in the chart above.
72 550
Fiscal Year
2024/25 General Fund Proposed Budget
2020/21 2021/22 2022/23 2023/24 2024/25
Actual Actual Actual Projected Proposed
REVENUES
Property Tax $ 7,683,831 $ 8,270,514 $ 9,760,239 $ 10,097,027 $ 10,515,000 Sales Tax 2,485,023 3,245,824 3,259,906 2,953,000 3,050,000 Franchise Tax 2,043,872 2,285,074 2,543,591 2,633,000 2,688,634 Other Taxes 687,601 935,807 588,389 576,000 521,000
Total Taxes 12,900,327 14,737,219 16,152,125 16,259,027 16,774,634 Interfund Charges For Services 8,350,135 9,544,106 11,024,124 11,333,442 12,365,142 Developer Fees 5,122,395 3,706,657 2,700,779 1,633,700 1,549,200 Intergovernmental Revenues 76,579 179,378 347,344 322,481 330,384 Business Licenses 190,154 189,699 100,566 180,000 125,000 Other Revenue 1,027,235 808,930 1,046,685 1,431,181 592,590 Other Financing Sources 175,557 (683,526) 876,671 550,000 400,000 Total Revenue 27,842,383 28,482,464 32,248,293 31,709,831 32,136,950
EXPENDITURES
Animal Control 273,295 288,310 341,873 405,696 491,325
City Council 62,620 138,174 69,440 73,795 98,537
City Clerk 375,251 379,030 519,757 556,122 513,657
City Attorney 314,944 358,280 370,432 457,605 460,521
City Manager 740,813 803,591 648,218 936,796 1,007,656
Finance 807,783 800,900 921,681 988,993 1,130,932
Human Resources 216,320 419,763 240,497 255,583 215,214 Facilities Maintenance 111,208 272,176 512,539 774,240 845,818 Information Technology 297,023 485,445 557,814 327,231 - Non-Departmental 568,754 (578,262) (636,976) (254,000) 100 Economic Development 186,705 196,444 242,122 289,861 292,475 Building 874,228 972,329 883,468 877,361 1,086,131
Planning 686,134 655,757 806,212 1,044,277 863,258
Code Enforcement 251,469 238,594 305,904 408,191 663,922 Police 9,751,044 10,590,530 11,967,380 14,915,279 15,309,796 Public Works 2,721,894 3,671,456 4,655,690 4,540,211 4,253,299 Recreation 590,125 719,116 912,609 1,108,212 1,244,067
Land Purchases 174,422 - - - -
Transfers Out 2,434,800 5,621,000 9,577,974 2,285,731 6,288,200 Total Expenditures 21,438,831 26,032,634 32,896,633 29,991,183 34,764,908 Net Revenue (Expenditures) 6,403,553 2,449,831 (648,339) 1,718,648 (2,627,958) Emergency Reserve* 4,287,766 8,894,792 7,820,955 9,133,164 9,334,634 Unassigned Fund Balance* 8,340,415 1,238,842 8,447,849 7,376,060 4,196,092 Fiscal Year 2023/24 & 2024/25 are based on estimates from the 10 year plan. 73 551
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74 552
Fiscal Year
2024/25 General Fund Revenue Analysis
General Fund revenues for Fiscal Year 2023/24 are projected to be just over $500,000 or 1.7% lower than actual revenue for Fiscal Year 2022/23. This decrease is largely due to the decline in building revenue affecting interfund charges for services and developer fees as well as an anticipated decrease in sales tax as the slowing economy has taken longer to recover. It is important to note this amount would have been even lower had there not been a sale of property bringing in revenue of just under $1 million that was not in the original budget.
Fiscal Year 2024/25 revenues are projected to be $32.1 million, which is about $427,000 or 1.3% higher than total projected Fiscal Year 2023/24 revenues. This increase is primarily due to the anticipated recovery of development and building as well as a slight increase in property tax and sales tax. As interest rates remain high, we are still uncertain about development and the recovery of the economy, therefore we have remained fairly conservative, estimating many revenues to remain flat or estimating a slight decrease to be more in line with historical actuals.
Despite the uncertainties in the economy, our General Fund remains strong and continues to see larger increases than those surrounding us in property taxes. We are also receiving significant increases in our Police Service Assessment Revenue. While this revenue is not recorded in the general fund, it does offset our police service expenditures through our interfund charges revenue. Lastly, we have experienced significant revenue growth in investment interest. We utilize investments through pooled programs, some short-term and others more long-term, in order to earn interest on our money. In Fiscal Year 2023/24 interest has been as high at 5% which is a significant increase from the last three to five years. While we kept our budget conservative, unsure of what will happen in the economy, it still provides revenue we have not seen in the past. 75 553
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76 554
Fiscal Year
2024/25 General Fund Major Revenue Sources
As can be seen in the graph below, the City’s largest projected General Fund Revenue for Fiscal Year 2024/25 are Interfund Charges and Property Taxes. These two revenue sources are projected to bring in 71% of General Fund Revenue. Combined, Sales Tax and Franchise Fees make up another 18%, Developer Fees are 5% and Other Revenues and Taxes make up the remaining 6% of the General Fund revenue projections. Each of these revenues is discussed in further detail, on the following pages.
Proposed General Fund Revenue
Fiscal Year 2024/25
Property Tax
33%
Sales Tax
10%
Franchise Tax
8%
Other Taxes
2%
Interfund Charges
For Services
38%
Developer Fees
5%
Intergovernmental
Revenues
1%
Business Licenses
0%
Other Revenue
2%
Other Financing Sources
1%
77 555
Fiscal Year
2024/25 Interfund Charges for Service
Interfund Charges for Services is the largest revenue source for the City of Oakley. 38% of total Fiscal Year 2024/25 General Fund proposed revenues are made up of these cost recoveries for activities funded by impact fees, developer application fees, special taxes, assessments and other special purpose revenues. For Fiscal Year 2024/25, estimated Interfund Charges total approximately $8.2 million for Police Services, $1.2 million for Engineering Services, $1.4 million for Parks Maintenance Services, $476,000 for Public Works Maintenance, $850,000 for Contractors, and $122,932 in total for Legal, Planning and Other Services, combined. Total Interfund Charges are projected to increase just over $1 million or 9% in Fiscal Year 2024/25, up to $12.3 million, compared to an estimated $11.4 in Fiscal Year 2023/24. This increase is largely due to an increase in Police Services as well as Engineering as building and development is expected to begin recovering in the fiscal year.
0.00 2,000,000.00
4,000,000.00
6,000,000.00
8,000,000.00
10,000,000.00
12,000,000.00
14,000,000.00
2020/21
Actuals
2021/22
Actuals
2022/23
Actuals
2023/24
Projected
2024/25
Proposed
Police Engineering Contractors Parks PW Maintenance Other Legal Planning 78 556
Fiscal Year
2024/25 Property Taxes
The City receives two significant types of property taxes: The City’s share of the 1% Property Taxes collected by the County; and the Property Tax In Lieu Of Vehicle License Fees. Both are driven primarily by changes in assessed values. Estimates for Fiscal Year 2024/25 have an anticipated increase of 4% in the city-wide assessed values. The budget includes projected 1% Property Taxes of $5,270,000, which also includes the residual property taxes from the former redevelopment agency and Property Taxes In Lieu Of Vehicle License Fees of $5,245,000. City staff considers a 4% increase to be a conservative projection, as our property tax auditors have estimated a 4.5%-5.5% increase on current properties only. Anticipated new property taxes will increase these estimates further. The City utilizes the services of HdL Companies for our Sales Tax projections and audits.
0.00 1,000,000.00
2,000,000.00
3,000,000.00
4,000,000.00
5,000,000.00
6,000,000.00
2020/21
Actuals
2021/22
Actuals
2022/23
Actuals
2023/24
Projected
2024/25
Proposed
PROPERTY TAXES PROPERTY TAX IN LIEU OF VLF
79 557
Fiscal Year
2024/25 Sales Tax
The City receives a share of sales taxes when the point of sale is located in the City. While the City does not yet have a large commercial base, business activity is expected to grow over time and these revenues will increase. For fiscal year 2024/25, the estimated Sales Tax revenues are $3,050,000, which is slightly higher than that projected for 2023/24 of $2,953,000 but still lower than revenues received in the two years prior. The City utilizes the services of HdL Companies for our Sales Tax projections and audits.
- 500,000.00 1,000,000.00 1,500,000.00 2,000,000.00 2,500,000.00 3,000,000.00 3,500,000.00 2020/21
ACTUALS
2021/22
ACTUALS
2022/23
ACTUALS
2023/24
PROJECTED
2024/25
PROPOSED
80 558
Fiscal Year
2024/25 Intergovernmental Revenue
The City receives revenue from various other governmental agencies in the form of grants, motor vehicle tax, school resource officer reimbursements, recycling grants and administrative charges. Total projected Intergovernmental Revenues for Fiscal Year 2024/25 are $441,384, which is only about $8,000 more than is estimated for Fiscal Year 2023/24. -
50,000.00
100,000.00
150,000.00
200,000.00
250,000.00
300,000.00
SA - Annual Fee Recycling Grants Motor Vehicles License Fee School Resource Officer 2020/21
Actuals
2021/22
Actuals
2022/23
Actuals
2023/24
Projected
2024/25
Proposed
81 559
Fiscal Year
2024/25 Franchise Fee
The City collects Utility Franchise Fees related to pipelines, electricity, cable, and garbage. Total budgeted Franchise Fees for Fiscal Year 2024/25 are $2,688,634, with $25,000 from pipelines, $475,000 from electricity, $508,634 from cable, and $1,680,000 from Garbage Franchise Fees. Mt. Diablo Resource Recovery (MDRR) submitted the request for a large rate increase in Garbage Franchise Fees in fiscal year 2023/24, which was approved by the City Council in March of 2022 and was necessitated by Senate Bill (SB) 1383, Short-lived Climate Pollutants Reduction, as enacted in 2017. SB 1383 established targets to reduce the statewide disposal of organics by 75% by 2025 and is the most significant waste reduction mandate adopted in California in the last thirty years. It requires that each jurisdiction redefine and develop methods for managing, tracking, regulating, procuring organics, and more.
0.00 500,000.00
1,000,000.00
1,500,000.00
2,000,000.00
2,500,000.00
3,000,000.00
2020/21
Actuals
2021/22
Actuals
2022/23
Actuals
2023/24
Projected
2024/25
Proposed
Franchise Fees
82 560
Fiscal Year
2024/25 Other Taxes
In addition to the above-mentioned Taxes, the City collects a Transient Occupancy (Hotel) Tax, Property Transfer Taxes, and Business License Taxes, which are all grouped into the category of “Other Taxes”. For Fiscal Year 2024/25, total Other Taxes are estimated to be approximately $525,000, which is a reduction of 85,000 compared to fiscal year 2023/24. This reduction is to account for the decrease in property transfer taxes as well as Business Licenses. Business license revenue escalated in 2020 and the years following the pandemic but has had a steady decline in the past few years and is not expected to reach the projected 2023/24 estimates.
0.00 100,000.00
200,000.00
300,000.00
400,000.00
500,000.00
600,000.00
Transient Occupancy Taxes Business License Taxes Property Transfer Taxes 2020/21
Actuals
2021/22
Actuals
2022/23
Actuals
2023/24
Projected
2024/25
Proposed
83 561
Fiscal Year
2024/25 Development Fees
Development Fees consist primarily of building permits, plan review, and administrative fees. Fiscal Year 2020-2021 was an exceptional year, with total actual Development Fees of $4,701,000, up 128% from the prior year. This large increase was due to record home sales resulting from record low interest rates and people moving from big cities to more rural communities. With higher-than-normal interest rates in more recent years development has slowed considerably. Estimated Development Fees for Fiscal Year 2024/25 total $1,407,900 which is a slight decrease from the prior year. The Fiscal Year 2024/25 Budget projections for Development Fees are based on the addition of approximately 180 single-family housing units. $-
$500,000.00
$1,000,000.00
$1,500,000.00
$2,000,000.00
$2,500,000.00
$3,000,000.00
$3,500,000.00
$4,000,000.00
$4,500,000.00
$5,000,000.00
2020/21
Actuals
2021/22
Actuals
2022/23
Actuals
2023/24
Projected
2024/25
Proposed
Development Fees
84 562
Fiscal Year
2024/25 General Fund Expenditures
As can be seen in the table below, total General Fund expenditures for Fiscal Year 2024/25 amount to $35,115,547 which includes $6,288,000 of Transfers Out. As mentioned throughout this budget, $4,000,000 of the Transfers Out is a one-time transfer to the Library project while the other $2.2 million is considered to be recurring transfers out.
Salaries & Benefits,
55.2%
Services & Supplies,
26.8%
Capital Outlay, 0.1%
Transfers Out, 17.9%
Salaries & Benefits Services & Supplies Capital Outlay Transfers Out 85 563
Fiscal Year
2024/25 General Fund Expenditures
Salaries and Benefits remain consistent with prior year budgets and account for 55.2% and Services and Supplies account for
26.8% of General Fund Budget expenditures.
As depicted in the chart below, the Police Department Budget makes up 44% and Public Works makes up about 15.0% of the General Fund Budget. Transfers Out make up 18% of Proposed General Fund Expenditure. Each of the remaining departmental budgets is under 8% of the budget by comparison.
Expenditure detail by department can be seen on the department detail pages. 86 564
Fiscal Year
2024/25 General Fund Expenditures
Department
Salaries &
Benefits
Services &
Supplies Capital Outlay Transfers Out Total
Animal Control 491,325 491,325
City Council 43,134 55,403 98,537
City Clerk 395,246 118,411 513,657
City Attorney 34,792 425,729 - 460,521
City Manager 685,802 321,854 1,007,656
Finance 777,301 352,131 1,500 1,130,932
Human Resources 366,740 197,114 2,000 565,854
Building Maintenance 358,919 486,899 845,818
Information Technology* -
Non Departmental 1,013,922 (1,013,922) - -
Economic Development 163,795 128,680 292,475
Building Permit 773,554 312,577 1,086,131
Code Enforcement 515,967 147,955 663,922
Police 10,654,842 4,646,954 8,000 15,309,796
Planning 474,537 388,821 863,358
Engineering 1,132,877 1,172,549 9,500 2,314,926
Public Works Maintenance 326,356 314,425 16,500 657,281 Recreation 671,325 572,742 1,244,067
Parks 982,912 291,680 6,500 1,281,092
Transfers Out 6,288,200 6,288,200
Total 19,372,020 9,411,327 44,000 6,288,200 35,115,547
55.2% 26.8% 0.1% 17.9% 100.0%
* all expenditures have been moved to an internal service fund in FY 2024/25 87 565
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88 566
Fiscal Year
2024/25 City Council Department Detail
The Council is the legislative body of the City, in essence the City’s “Board of Directors.” The Council establishes the City’s laws and policies and provides direction to the City Manager to implement them.
Department Divisions
City Council – The Council is the legislative body of the City, in essence the City’s “Board of Directors.” The Council establishes the City’s laws and policies and provides directions to the City Manager to implement them.
Department Costs and Revenue
The City Council’s costs are funded entirely by the General Fund.
Proposed Department and Personnel Changes
Effective in December of 2024 Council pay will increase to an $800 per month stipend. 89 567
Fiscal Year
2024/25 City Council Department Detail
2020/21 2021/22 2022/23 2023/24 2024/25
City Council Actual Actual Actual Projected Proposed
Personnel Services $ 30,637 $ 30,400 $ 30,197 $ 29,795 $ 43,134 Services 31,064 97,623 38,506 41,500 53,403
Supplies 919 483 736 2,500 2,000
Capital Outlay
Total City Council $ 62,620 $ 128,506 $ 69,440 $ 73,795 $ 98,537 Total City Council $ 62,620 $ 128,506 $ 69,440 $ 73,795 $ 98,537 90 568
Fiscal Year
2024/25 City Attorney Department Organizational Chart
91 569
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92 570
Fiscal Year
2024/25 City Attorney Department Detail
The City Attorney works closely with the City Manager and his staff to carry out the Council’s goals. The City Attorney directs and manages the work of the City Attorney’s Office. The City Attorney’s Office provides legal services, advice, and representation to the Mayor, City Council, City Manager, and City departments.
Department Divisions
City Attorney – The City Attorney’s Office represents the City’s interest in lawsuits filed against or on behalf of the City, its officers, employees, and agencies in administrative venues, before boards and commissions, and in the state and federal court system. The City Attorney’s Office assists in the investigations of claims for damages filed against the City and defends the City’s interests when necessary. The City Attorney’s Office similarly provides legal advice in the areas of land use, personnel, elections, conflicts of interest, and economic development, among others. Services include drafting and reviewing contracts, ordinances, resolutions, and other documents, as well as legal research. The City Attorney also provides counsel to and attends meetings of the City Council, and special committees (as required).
Department Costs and Revenue
The City Attorney’s costs shown in the General Fund are part of the City Administration. A portion of the department costs are expected to be recovered through inter-fund charges to development services and redevelopment-related funds.
Proposed Department and Personnel Changes
There are no proposed changes for Fiscal Year 2024/2025. 93 571
Fiscal Year
2024/25 City Attorney Department Detail
2020/21 2021/22 2022/23 2023/24 2024/25
City Attorney Actual Actual Actual Projected Proposed
Personnel Services $ 64,695 $ 66,621 $ 34,416 $ 35,696 $ 34,792 Services 250,248 291,659 336,016 421,909 425,729
Supplies - - - - -
Capital Outlay - - - - -
Total City Attorney $ 314,943 $ 358,280 $ 370,432 $ 457,605 $ 460,521 Total City Attorney $ 314,943 $ 358,280 $ 370,432 $ 457,605 $ 460,521 94 572
Fiscal Year
2024/25 City Manager Department Organizational Chart
95 573
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96 574
Fiscal Year
2024/25 City Manager Department Detail
Under the policy direction of the City Council, and through the implementation of the Council’s policies and legislative actions, the City Manager is responsible for ensuring that the City Council is provided with information and recommendations to effectively evaluate and establish policies. The City Manager’s Office also provides administrative support to the City Council in their legislative role within the organization and its activities with other agencies and organizations.
The City Manager’s Office administers community outreach and engagement activities and provides public information support to all City departments and programs under the direction of the Assistant City Manager. Community Outreach aims to increase residents’ awareness of the City’s ongoing efforts to make Oakley a desirable place to live by communicating with residents and business owners via multiple communication channels that include capitalizing on the City’s own communications tools, promoting the City’s efforts through press releases to local print media, and face to face through public information workshops and at events.
Department Divisions
City Manager – The City Manager’s Office is responsible for the administration and oversight of all municipal operations, including Successor Agency activities and excluding City Attorney services. Programs, services, and activities include:
coordinating organizational programs, developing and general managing of operating and capital budgets, conducting fiscal planning, selecting personnel, managing the Information Technology Manager and contracted Information Technology services (hardware, software, and technology infrastructure that supports the City’s operations), disseminating public information, emergency management, encouraging civic engagement and community participation, implementing key initiatives, providing oversight of the City’s Strategic Plan 2022-2027 (SP 27+), and facilitating the implementation of the City’s short and long-term economic development strategies.
City Clerk – The City Clerk’s Office coordinates the distribution of meeting packets for the City Council, the City Council Acting as the Successor Agency to the Redevelopment Agency and Public Financing Authority, records the proceedings of those meetings and processes approved documents such as resolutions, ordinances, minutes and contracts; maintains the City Seal; coordinates municipal elections; advertises and coordinates City Council appointments; maintains and protects the official records of the City; coordinates the records management program; maintains the Municipal Code; administers 97 575
Fiscal Year
2024/25 City Manager Department Detail
the Fair Political Practices Commission’s regulations; maintains Statements of Economic Interest and Campaign Disclosure Statements submitted by public officials and staff; processes claims against the City; receives and opens sealed bids for public projects; and provides a passport acceptance agent and notary services.
Information Technology – The Information Technology Division provides support services citywide with the goal of providing on demand network availability for City Staff, and timely troubleshooting when problems arise. Division activities are primarily network maintenance, user support, and strategic planning consulting related to managing and maintaining the City’s networks.
Economic Development – The Economic Development goals and objectives as outlined in the City’s General Plan includes retain and strengthen existing businesses and expand Oakley’s economic base; establish a diverse and balanced local economy; remove or reduce constraints to economic development; and facilitate new business opportunities and new investment in the community.
Department Costs and Revenue
Costs for the City Manager’s Department are primarily funded by the general fund with the remainder recovered through direct charges and overhead costs. The Economic Development budget represents an investment of taxes and general fund resources in activities to retain and expand existing Oakley businesses as well as marketing activities and materials to attract new investment and businesses to the City in order to generate additional sales, property, and transient occupancy related tax revenue. Lease funds are also collected from tenants and used for the operation of the Oakley Entrepreneur Center.
Proposed Department and Personnel Changes
The City Clerk’s Office is proposing to remove the Deputy City Clerk position mid-year (January 2025) and replace it with an Administrative Assistant position.
98 576
Fiscal Year
2024/25 City Manager Department Detail
2020/21 2021/22 2022/23 2023/24 2024/25
City Manager Actual Actual Actual Projected Proposed
Personnel Services $ 608,093 509,924 $ 428,629 $ 640,038 $ 685,802 Services 132,720 293,668 219,589 295,758 315,854
Supplies - - - 1,000 6,000
Capital Outlay - - - - -
Total City Manager $ 740,813 $ 803,592 $ 648,218 $ 936,796 $ 1,007,656 2020/21 2021/22 2022/23 2023/24 2024/25
City Clerk Actual Actual Actual Projected Proposed
Personnel Services $ 296,635 $ 320,932 $ 419,411 $ 448,605 $ 395,246 Services 78,452 57,334 97,817 105,917 115,811
Supplies 163 764 2,528 1,600 2,600
Capital Outlay - - - - -
Total City Clerk $ 375,251 $ 379,030 $ 519,757 $ 556,122 $ 513,657 2020/21 2021/22 2022/23 2023/24 2024/25
Information Technology Actual Actual Actual Projected Proposed Personnel Services $ - $ - $ - $ - $ -
Services 207,445 372,644 423,211 249,651 -
Supplies 630 349 614 1,000 -
Capital Outlay 88,948 112,452 133,988 76,580 -
Total Information Tech. $ 297,023 $ 485,445 $ 557,814 $ 327,231 $ - 2020/21 2021/22 2022/23 2023/24 2024/25
Economic Development Actual Actual Actual Projected Proposed Personnel Services $ 124,366 $ 121,948 $ 125,302 $ 150,095 $ 163,795 Services 59,863 73,226 114,495 131,152 121,580
Supplies 2,475 1,270 2,325 6,600 7,100
Capital Outlay - - - 2,014 -
Total Economic Dev. $ 186,705 $ 196,444 $ 242,122 $ 289,861 $ 292,475 Total City Manager $ 1,599,792 $ 1,864,511 $ 1,967,910 $ 2,110,010 $ 1,813,788 99 577
Fiscal Year
2024/25 City Manager Department Detail
Position
FTE
2024/2025
FTE
2023/2024
Change in
FTE
City Manager 1.00 1.00 -
Assistant City Manager 1.00 1.00 -
Total Division 2.00 2.00 -
City Clerk 0.85 0.85 -
Paralegal 0.15 0.15 -
Deputy City Clerk 1.00 1.00 -
Office Assistant 1.00 1.00 -
Total Division 3.00 3.00 -
IT Manager 1.00 1.00 -
Total Division 1.00 1.00 -
Economic Development Analyst 1.00 1.00 -
Total Division 1.00 1.00 -
Total City Manager's Department 7.00 7.00 -
City Manager's Department
City
Manager
Division
City Clerk
Division
IT
Division
Econ
Dev.
Division
100
578
Fiscal Year
2024/25 City Manager Department Detail
City Manager Objectives Fiscal Year 2024/25 A B C D E F
City Manager Performance Indicators FY 2021/22 FY 2022/23 FY 2023/24 Increase in social media followers
Number of social media engagements
Percentage of staff that feel supported by City leadership * Twitter is now X
**X was updating it's analytical tool during the reporting period and data was not available for the period ***Feedback gathered every two years
City Clerk Objectives Fiscal Year 2024/25 A B C D E F
A Community & Economic Development B Community Health & Safety C Parks & Open Space D Community & Collaborative Partnerships E Finance & Fiscal Responsibility F Sustainable Organization Connect and promote the County and NGOs resources available to assist vulnerable populations B 1,112 FB
1,116 IG
8 Twitter
299 Linked In
553 FB
1,321 IG
21 X*
167 Linked In
F
Actively uphold Oakley's Governance Guidelines & Protocols Policy.
Increase Oakley's communication through outward-facing media, social media platforms, and website Consider creating new partnerships that will involve community participation Seek to supplement existing funding sources with State and Federal grants for special projects Reinforce Team Oakley
Goals
100% ***
B 156,986 FB
22,007 IG
507 Twitter
279 Linked In
227,283 FB
37,926 IG
**X
248 Linked In
Process meeting agenda packets and minutes for City Council and Planning Commission Meetings Accept and Process Passport Applications, Expand Number of Passport Appointments Available, M-Th Engage in Department Cross Training
Coordinate updates from local agencies with City Council 101
579
Fiscal Year
2024/25 City Manager Department Detail
A Community & Economic Development B Community Health & Safety C Parks & Open Space D Community & Collaborative Partnerships E Finance & Fiscal Responsibility F Sustainable Organization City Clerk Performance Indicators FY 2021/22 FY 2022/23 FY 2023/24 Number of Updates to Council
Number of Systems for Cross Training
Number of Passports Processed
Number of City Council Meetings
Number of Planning Commission Meetings
Information Technology Objectives Fiscal Year 2024/25 A B C D E F
Information Technology Performance Indicators* FY 2021/22 FY 2022/23 FY 2023/24 Bid vendor contract for new website design
Improve website accessibility by providing alt tags on 100% of photos with implementation of the updated website
Employee satisfaction with IT services
Ensure that 95% of the City’s desktops and laptops have been in service less than six years Work towards a two-hour minimum response time to helpdesk tickets * Information Technology services were fully contracted prior to FY 2023/24 so performance indicators will begin in FY 2024/2025.
Economic Development Objectives Fiscal Year 2024/25 A B C D E F
Economic Development Performance Indicators FY 2021/22 FY 2022/23 FY 2023/24 Percent of businesses that feel that the quality of services provided to businesses by the City exceeds or greatly exceeds their expectations *
Actions undertaken to connect with potential private sector investors and public-private collaborations kick-started.
Local Business Expansion Workshops
* A business satisfaction Survey will be released in the summer of 2024.
A 300 380
A 15 9
N/A
F
F
N/A*
Strategically plan and pursue commerce that meets the new service demands of local residents Showcase local businesses through active engagement and outreach Goals
A
Pursue an economic development strategic plan, including a strategic business outreach plan 6 614
D 32 24 24
778
12 D
D
100%
Upgrade IT services to include new computer systems and more efficient IT response to computer and technical issues to ensure projects can be delivered efficiently
Goals
F
D
Modernize the website to be more user friendly, transparent, functional, and reflective of the City's vision F 4
D 400
1 6 6
8 13
Goals
D 6
102
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2024/25 Administrative Services Department Organizational Chart 103
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2024/25 Administrative Services Department Detail
The Administrative Services Department serves as a citywide support department for internal and external customers. The department will continuously strive to improve efficiency, remain current with guidelines, best practices, and legal requirements, and proactively work to build a transparent, trustworthy department. The department strives to create a workforce of forward-thinking employees who are customer focused and committed to excellence each day. Honesty and integrity will always be at the forefront and will guide us as we create a safe and welcoming environment for all employees and citizens of the City of Oakley.
Department Divisions
Finance – The Finance Division provides support services citywide, with the goal of intelligent and prudent financial management.
Division activities include Treasury and Debt Management; Accounting for Payroll; Accounts Payable; General Ledger; Capital Projects and Grant Accounting; Financial Reporting, Budget Development and Management; Long-Term Planning; Purchasing; Billing and Collections; and Risk Management.
Human Resources – The Human Resources Division serves as a citywide support division in employer-employee relations, recruitment and selection, classification and compensation, worker’s compensation management, benefits administration and workforce training and development. The staff are motivated and enthusiastic about contributing to the City, enhancing its quality of service, focusing on employee wellness, and providing a welcoming and inclusive environment for all.
Recreation – Recreation focuses on creating community through people, parks and programs. The Recreation Division provides diverse and innovative programming, offering programs and activities to citizens of all ages throughout the year. The programs promote physical health and wellness, improve community image and community pride, and provide opportunities for children and adults in Oakley. The Recreation Division works in partnership with community organizations, non-profit organizations, and commercial businesses to ensure quality recreation services for Oakley residents.
Department Costs and Revenue
Costs for the Administrative Services Department are primarily funded by the general fund with the remainder recovered through direct charges and overhead costs. The recreation division is also funded through general fund, but also creates revenue based on facility and park rentals and class and program fees.
105
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2024/25 Administrative Services Department Detail
Proposed Department and Personnel Changes
The only change in the fiscal year budget is the way staff have accounted for seasonal personnel. In the past, seasonal personnel were budgeted on a one for one basis. Staff has proposed in the FY 2024/25 budget to budget a lump sum of what the anticipated cost to run all programs and events will be without regard to the actual number of personnel that will be hired. The lump sum budget was based on the number of hours required to run all programs and events. 106
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2024/25 Administrative Services Department Detail
2020/21 2021/22 2022/23 2023/24 2024/25
Finance Actual Actual Actual Projected Proposed
Personnel Services $ 637,041 $ 623,305 $ 705,977 $ 760,676 $ 777,301 Services 170,741 177,595 215,704 226,817 348,931
Supplies - - - 500 3,200
Capital Outlay - - - 1,000 1,500
Total Finance $ 807,782 $ 800,900 $ 921,681 $ 988,993 $ 1,130,932 2020/21 2021/22 2022/23 2023/24 2024/25
Human Resources Actual Actual Actual Projected Proposed Personnel Services $ 257,131 $ 413,313 $ 391,613 $ 417,197 $ 366,740 Services 124,744 257,863 222,947 231,983 188,614
Supplies 4,388 5,959 3,128 7,000 8,500
Capital Outlay - 16,299 - 2,000 2,000
Total Human Resources $ 386,263 $ 693,434 $ 617,688 $ 658,180 $ 565,854 2020/21 2021/22 2022/23 2023/24 2024/25
Recreation Actual Actual Actual Projected Proposed
Personnel Services $ 413,190 $ 428,797 $ 498,073 $ 585,855 $ 671,325 Services 125,118 174,225 219,056 283,097 356,367
Supplies 51,817 116,064 195,481 239,260 216,375
Capital Outlay - - - -
Total Recreation $ 590,125 $ 719,086 $ 912,609 $ 1,108,212 $ 1,244,067 Total Administative Services $ 1,784,170 $ 2,213,420 $ 2,451,979 $ 2,755,385 $ 2,940,852 107
585
Fiscal Year
2024/25 Administrative Services Department Detail
Position
FTE
2024/2025
FTE
2023/2024
Change in
FTE
Administrative Services Director 0.40 1.00 (0.60)
Human Resources Manager 1.00 1.00 -
Administrative Technician 0.50 0.50 -
Total Division 1.90 2.50 (0.60)
Administrative Services Director 0.40 - 0.40
Finance Manager 1.00 1.00 -
Accountant 1.00 1.00 -
Payroll Specialist 1.00 1.00 -
Accounting Technician 1.00 1.00 -
Administrative Technician 0.50 0.50 -
Total Division 4.90 4.50 0.40
Administrative Services Director 0.20 - 0.20
Recreation Manager 1.00 1.00 -
Recreation & Events Coordinator 1.00 1.00 -
Assistant Recreation & Events Coordinator 1.00 1.00 -
Office Assistant 1.00 1.00 -
Senior Recreation Leader 0.95 - 0.95
Recreation Leader/Recreation Aide varies 0.95 (0.95)
Total Division 5.15 4.95 0.20
Total Administrative Services Department 11.95 11.95 -
Administrative Services Department
Human
Resources
Division
Finance
Division
Recreation
Division
108
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Fiscal Year
2024/25 Administrative Services Department Detail
Finance Objectives Fiscal Year 2024/25 A B C D E F
Finance Performance Indicators FY 2021/22 FY 2022/23 FY 2023/24 Number of agenda items presented by Finance to the City Council** Number of printed payroll checks**
Number of automatically deposited payroll checks**
Number of issued or renewed business licenses*
Percent of Vendors Paid within 30 days of invoice
Clean Audit Opinion for Fiscal Year Financial Statements Received the CSMFO Excellence Award for Budgets
Received the GFOA ACFR Award for the previous fiscal year *This is no longer a function of the Finance Division
**Updated performance measures in 2024 to be more relevant to the division A Community & Economic Development B Community Health & Safety C Parks & Open Space D Community & Collaborative Partnerships E Finance & Fiscal Responsibility F Sustainable Organization Utilize the new ERP software to it's fullest - convert Capital Assets from Excel Continue the implementation of ERP system conversation with a go live date of July 2024 Online Vendor Portal Integration-ERP Implementation will allow us to communicate electronically with vendors Continued training for the finance team to ensure professional development and current regulations E, F 33 20
Develop standardized processes and a procedure manual to ensure consistency and efficiency Goals
E, F 24 20
E, F 2,304 2,737
A 1,318 1,710
Yes
E Yes Yes Yes
E, F 90%
E, F Yes Yes Yes
E Yes Yes
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2024/25 Administrative Services Department Detail
A Community & Economic Development B Community Health & Safety C Parks & Open Space D Community & Collaborative Partnerships E Finance & Fiscal Responsibility F Sustainable Organization Human Resources Objectives Fiscal Year 2024/25 A B C D E F
Human Resources Performance Indicators FY 2021/22 FY 2022/23 FY 2023/24 Number of full duty work hours lost related to worker's compensation claims Average number of days from interview to hire date-Full Time Sworn Personnel Average number of days from interview to hire date - Full Time Non-Sworn Personnel Percent of Performance Evaluations Completed timely
Number of annual wellness events offered to employees
Recreation Objectives Fiscal Year 2024/25 A B C D E F
Continue to implement policy to bring in compliance with current practices, guidelines and legal requirements Continue to enhance our employee wellness program
Proactively work to reduce work place injuries
Continue the implementation of the ERP software conversion Reactivate the Safety Committee and ensure quarterly meetings are reestablished Work on finding new ways to promote job vacancies to help find the most qualified applicants 7,484 3,807
F 59 65
Increase safety drills and in person trainings.
Goals
E
F 10 10
Exceed 65 rentals in the Oakley Recreation Building
F 34 39
F 94% 91%
Expand independent instructor classes
Implement & Celebrate the 25th Anniversary events, projects & programs Offer and evaluate Teen Center concept and renovate the space to accommodate teens. 110
588
Fiscal Year
2024/25 Administrative Services Department Detail
A Community & Economic Development B Community Health & Safety C Parks & Open Space D Community & Collaborative Partnerships E Finance & Fiscal Responsibility F Sustainable Organization Recreation Performance Indicators FY 2021/22 FY 2022/23 FY 2023/24 Sports Field Rentals
Picnic Area Rentals
Indoor Facility Rentals
Social Media Following (Instagram)
Number of Program Participants
Number of Classes Offered
2,778 2,853
C 126 125 109
Goals
C, D 1,990
C 6 40 56
C 1,018 1,461 1,814
A, C, D 1,956
A, C, D 100 142 144
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2024/25 Community Development Department Organizational Chart 113
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2024/25 Community Development Department Detail
The Community Development Department consists of three divisions: Building, Code Enforcement, and Planning. As a whole, the Department is responsible for implementing City Council policies related to planning, zoning, code enforcement, building and housing. The department promotes the community’s quality of life and economic vitality through land use planning; protection of public health and safety related to development, elimination of blight, development of affordable housing, and oversees the building and development of residential and non-residential projects, ensuring that these projects meet established requirements related to public health and safety. The Community Development Department also manages the City’s Building Permit Center, which coordinates and streamlines the development review and permitting process among various departments and outside agencies, thereby facilitating economic development and excellent customer service.
Department Divisions
Building – The Building Division is responsible for the administration and enforcement of building codes (California Building, Plumbing, Mechanical Codes, the National Electrical Code, and the International Property Maintenance Code). The Building Division provides minimum standards to safeguard public health and welfare, and property, by regulating and controlling the design of structures through plan review, construction of structures through field inspection to monitor quality of materials, use and occupancy, location and maintenance of all buildings and structures within the City of Oakley.
Code Enforcement – The Code Enforcement Division is responsible for ensuring all residential and commercial properties abide by municipal codes applicable to the health, safety, and quality of life for Oakley residents and business owners. This is achieved primarily by managing the property maintenance program and the Residential Rental Inspection Program. These requirements are met through pro-active on-site inspections, responding to citizen complaints, and educating the public through in-house developed community awareness programs.
Planning – The Planning Division provides land use, current and long-range planning, and environmental services. The Division is responsible for the implementation of policy pertaining to orderly development and balanced, quality growth in the City of Oakley, and keeping up to date with new state laws and mandates related to housing and land use. Over the years, the Division has focused their efforts on streamlining the development process. The Division continues to focus on 115
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2024/25 Community Development Department Detail
programs that assist the City in economic development and planned growth. Specifically, the Division is continually processing residential, commercial, and light industrial project applications to help facilitate the goals of the City’s General Plan and Strategic Plan 27+.
Department Costs and Revenue
Costs are primarily from the General Fund and related to long range planning current projects and building inspection and code enforcement related expenditures. Revenues are comprised of building permit, plan check, inspection, building and code enforcement citations, Residential Rental Inspection Program fees, and code enforcement re-inspection fees. Those projects related to private development are funded 100% by the developer.
Proposed Department and Personnel Changes
With the promotion of the Planning Manager to Community Development Director, staff recommends eliminating the Planning Manager job classification and adding a Senior Planner Job Classification in Fiscal Year 2024/25. The department will also hire a Chief Building Official at the start of the year. 116
594
Fiscal Year
2024/25 Community Development Department Detail
2020/21 2021/22 2022/23 2023/24 2024/25
Building Actual Actual Actual Projected Proposed
Personnel Services $ 506,539 $ 461,506 $ 501,966 $ 548,643 $ 773,554 Services 363,629 505,275 378,154 325,218 305,577
Supplies 4,060 5,548 3,348 3,500 7,000
Capital Outlay
Total Building $ 874,228 $ 972,329 $ 883,468 $ 877,361 $ 1,086,131 2020/21 2021/22 2022/23 2023/24 2024/25
Planning Actual Actual Actual Projected Proposed
Personnel Services $ 455,270 $ 361,060 $ 545,590 $ 647,753 $ 474,537 Services 230,865 294,653 260,585 396,224 388,521
Supplies - 45 37 200 300
Capital Outlay -
Total Planning $ 686,134 $ 655,757 $ 806,212 $ 1,044,177 $ 863,358 2020/21 2021/22 2022/23 2023/24 2024/25
Code Enforcement Actual Actual Actual Projected Proposed Personnel Services $ 222,031 $ 205,445 $ 260,983 $ 309,347 $ 515,967 Services 27,003 29,024 38,794 91,844 143,455
Supplies 2,435 4,125 6,127 7,000 4,500
Capital Outlay - - - - -
Total Code Enforcement $ 251,469 $ 238,594 $ 305,904 $ 408,191 $ 663,922 Total Community Develop. $ 1,811,831 $ 1,866,680 $ 1,995,583 $ 2,329,729 $ 2,613,411 117
595
Fiscal Year
2024/25 Community Development Department Detail
Position
FTE
2024/2025
FTE
2023/2024
Change in
FTE
Community Development Director 0.40 1.00 (0.60)
Chief Building Official 0.50 1.00 (0.50)
Senior Permit Technician 1.00 1.00 -
Permit Technician 1.00 1.00 -
Building Inspector 2.00 2.00 -
Administrative Assistant 0.40 1.00 (0.60)
Total Division 5.30 7.00 (1.70)
Community Development Director 0.40 - 0.40
Planning Manager - 1.00 (1.00)
Senior Planner 1.00 - 1.00
Associate Planner 1.00 1.00 -
Administrative Assistant 0.40 - 0.40
Total Division 2.80 2.00 0.80
Community Development Director 0.20 - 0.20
Chief Building Official 0.50 - 0.50
Code Enforcement Officer 1.00 1.00 -
Code Enforcement Technician 2.00 2.00 -
Administrative Assistant 0.20 - 0.20
Total Division 3.90 3.00 0.90
Total Community Development Department 12.00 12.00 -
Planning
Division
Code Enforcement
Division
Community Development Department
Building
Division
118
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2024/25 Community Development Department Detail
Building Objectives Fiscal Year 2024/25 A B C D E F
Building Performance Indicators FY 2021/22 FY 2022/23 FY 2023/24* Total Number of Building Permits Issued
Total Number of Single-Family Dwelling Permits Issued
Planning Objectives Fiscal Year 2024/25 A B C D E F
Planning Performance Indicators FY 2021/22 FY 2022/23 FY 2023/24* Home Business Permits Processed
Planning projects presented to City Council and Planning Commission (PC FYs 22-23 and 23-24 only)
Code Enforcement Objectives Fiscal Year 2024/25 A B C D E F
Provide superior responsiveness for Inspection Requests.
A Community & Economic Development B Community Health & Safety C Parks & Open Space D Community & Collaborative Partnerships E Finance & Fiscal Responsibility F Sustainable Organization Develop uniform process for Building and Code Enforcement to respond to substandard housing complaints Develop a workplan to create and adopt a Climate Action Plan Improve electronic permit processes to improve efficiencies, optimize customer experiences.
Increase outreach and education efforts for Disabled Accessibility (CASp Program) Increase education and enforcement of the new California Building Standards Code to protect public safety Goals
A, B 2,051 1,386
A, B 268 136 73
2,163
Implement the 6th Cycle Oakley Housing Element (2023-2031) and facilitate the development of Affordable Housing Improve outreach & education efforts for Business License and Home Based Business Permitting Provide superior responsiveness for Plan Reviews
Goals
A 78 112 80
A, D, E 21 36 33
Develop uniform process for Building and Code Enforcement to respond to substandard housing complaints Improve the Residential Rental Property Inspection Program compliance rate Continue to work with MDRR to ensure compliance with State Requirements for Recycling, Solid & Organic Waste 119
597
Fiscal Year
2024/25 Community Development Department Detail
A Community & Economic Development B Community Health & Safety C Parks & Open Space D Community & Collaborative Partnerships E Finance & Fiscal Responsibility F Sustainable Organization Code Enforcement Performance Indicators FY 2021/22 FY 2022/23 FY 2023/24* Residential Rental Inspection Program (RRIP) Registrations Total Code Enforcement Cases Opened
Total Property Maintenance Cases**
Code Enforcement Action that led to Building Permits being Issued Cases addressing lack of Garbage Service
Cases addressing Illegal Fireworks
* Through 4/12/2024
** Cases opened during FY
Goals
A, B 1,206 1,325 1,264
A, B 2,568 2,673 2,548
A, B 40 89 48
A, B 691 640 493
B 46 1 6
B 17 45 17
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2024/25 Police Department Organizational Chart
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2024/25 Police Department Detail
The Oakley Police Department exists to enforce the various laws impacting the quality of life for our residents and business owners. Additionally, the Oakley Police Department strives to protect others from harm, maintain peace and restore order, keep an upper hand over the criminal element, safeguard City interests and build community relations. The Oakley Police Department maintains the functions of: Administration, Patrol, Investigations, Canine Patrol Team, Traffic Enforcement, Special Enforcement, School Resource Officer, Records, and Property and Evidence Management. The Oakley Police Department strives to remain current with standards via training. The Oakley Police Department is committed to serving the community of Oakley and keeping our core values of Honor, Courage, and Pride at the forefront of everything we do.
Department Divisions
Sworn – The sworn members of the Oakley Police Department perform the traditional uniformed police patrol roles, as well as the investigative roles that are required to move criminal cases through the criminal justice system. Our traffic officers are committed to keeping our roadways safe via education and enforcement efforts. The officers assigned to the Special Services Team are tasked with staying on top of quality-of-life issues and our School Resource Officer provides lawenforcement services to our high school students.
Non-Sworn – The non-sworn members of the Oakley Police Department act as the vitally needed support elements required in a police department. Our Records crew processes public records requests, subpoenas, tracks statistics and provides customer service in our front lobby. Our Police Services Assistants act as a force multiplier by taking lower level reports, processing & maintaining evidence, taking care of our fleet needs and making sure sexually based crime offenders are properly registered and monitored.
Department Costs and Revenue
Costs for the Oakley Police Department are primarily funded by the general fund. Some operating costs of the Oakley Police Department are offset via the collection of P-6 special tax, a special revenue that was created for the purpose of funding 123
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2024/25 Police Department Detail
police services. The collection of P-6 special taxes goes into a special revenue fund and then transferred into the general fund to help fund Police Services.
Proposed Department and Personnel Changes
For FY 2024/25 the Oakley Police Department anticipates seeing an increase of one (1) budgeted sworn employee, bringing the total number of sworn personnel to forty-two (42). This expansion in personnel fits the desire of the City Council to make sure we are providing the best and most effective police services possible. 124
602
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2024/25 Police Department Detail
2020/21 2021/22 2022/23 2023/24 2024/25
Police Actual Actual Actual Projected Proposed
Personnel Services $ 7,065,051 $ 7,456,931 $ 8,246,125 $ 10,064,454 $ 10,654,842 Services 2,430,784 2,766,290 3,276,167 4,009,690 4,232,654 Supplies 231,318 272,784 289,409 541,171 414,300
Capital Outlay 23,891 94,525 155,679 299,964 8,000
Total Police $ 9,751,044 $ 10,590,530 $ 11,967,380 $ 14,915,279 $ 15,309,796 Total Police $ 9,751,044 $ 10,590,530 $ 11,967,380 $ 14,915,279 $ 15,309,796 125
603
Fiscal Year
2024/25 Police Department Detail
Position
FTE
2024/2025
FTE
2023/2024
Change in
FTE
Police Chief 1.00 1.00 -
Lieutenant 2.00 2.00 -
Sergeant 7.00 8.00 (1.00)
Police Officer 32.00 30.00 2.00
Total Division 42.00 41.00 1.00
Police Services Assistant 3.48 3.48 -
Property & Evidence Technician 1.00 1.00 -
Records Supervisor 1.00 1.00 -
Police Records Assistant 2.00 2.00 -
Administrative Technician 1.00 1.00 -
Total Division 8.48 8.48 -
Total Police Department 50.48 49.48 1.00
Police Department
Sworn
Division
Non-Sworn & Records
Division
126
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2024/25 Police Department Detail
Sworn Objectives Fiscal Year 2024/25 A B C D E F
Sworn Performance Indicators 2021 2022 2023
Homicide
Rape
Robbery
Assault
Burglary
Larceny
Motor Vehicle Theft
Written Reports
Arrests
Non-Sworn Objectives Fiscal Year 2024/25 A B C D E F
Non-Sworn Performance Indicators FY 2021/22 FY 2022/23 FY 2023/24 Train a new Police Services Assistant to full capacity
Goals
D 2,916 2,748 2,682
D 478 453 460
D 119 115 147
D 69 71 89
D 385 330 333
D 16 10 23
D 95 171 241
2 2
D 14 9 4
Invest in technology that allows the police department to track training/deployment hours related to usage of drones Maintain the Traffic Enforcement Unit and keep it fully staffed Develop a plan to mitigate overtime at the officer and sergeant level when staffing levels become full Goals
D 3
Continue with reasonable hiring practices resulting in a bolstered number of employees in the police department A Community & Economic Development B Community Health & Safety C Parks & Open Space D Community & Collaborative Partnerships E Finance & Fiscal Responsibility F Sustainable Organization Ensure new employees are receiving the proper amount of OPD core course training Encourage community events involving the police department in non police related environments.
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2024/25 Public Works Department Organizational Chart
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2024/25 Public Works Department Detail
The mission of the Public Works Department is to steward Oakley’s infrastructure and provide street, drainage, traffic signal, facility, parks, and landscape maintenance through a combination of internal staff and outside contractors. The Department also administers design, construction inspection, and contract management for Capital Improvement Projects within the City. The Department also implements the City’s Clean Water Program to ensure compliance with current NPDES requirements and permits; processes the plan reviews and inspects private development project grading and infrastructure improvements for compliance with City standards.
Public Works Department Divisions
Engineering – Engineering staff will supply technical services to assist with various City activities, ranging from design and construction of public works projects, to addressing requests and questions raised by the general public and officials. Also, Engineering staff, in collaboration with the City Planning and Economic Development Team, review and process various private development projects, from residential subdivisions to commercial building projects.
Facilities – The City currently owns and manages multiple facilities, and the maintenance and operations of these facilities are under the Public Works Department to better align the service needs with maintenance resources that are available and managed by the Public Works Department.
Parks – The City currently maintains 37 public parks. Historically, the City supplements the Oakley Union Elementary School District financially for the maintenance of another four (4) joint-use public park facilities. There is an anticipated update to this joint use agreement in 2024/25. In addition, the City maintains thousands of square feet of public right of way landscaping, street median landscaping, and public trail corridors. The City’s park and landscape maintenance staff, and outside maintenance contract resources provide landscape maintenance services for the City. The Parks Division staff work diligently every day to provide the best quality of maintenance services for the City’s Parks and Landscaped medians and pathways.
Streets – Routine maintenance is necessary to keep the City’s road network operating in a safe and efficient manner. This includes pavement maintenance activities such as pothole patching, crack sealing, shoulder repair, signing and striping repair and replacement, and keeping the roadways free of obstructions via street sweeping and debris cleanup. As a supplement to the regular patrols of the maintenance staff, public works staff will field and investigate citizen requests to determine corrective action for conditions that may not be known or readily apparent. Since surface treatment projects like pavement overlays or slurry seals tend to be extensive in nature, they are recognized as a Capital Improvement, and not included in this maintenance element. The City uses on call maintenance service contractors to supplement City maintenance staff in performing various large maintenance services (i.e., pavement repair and patching,
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2024/25 Public Works Department Detail
curb, gutter and sidewalk repair, striping, guard rail repair, etc.) The City’s maintenance staff will utilize these contract services to supplement in-house resources to better provide maintenance services for the community in a proactive way.
The overall goal of the above referenced programs is to improve and enhance the quality of all City infrastructure, and in turn, the quality of life for the residents of Oakley.
Department Costs and Revenue
The Public Works budget relies on funds from a variety of sources, many of which restrict expenditures to specific categories.
Gas Tax, Senate Bill (SB) No. 1 Transportation, Measure J which are all restricted in one way or another to street maintenance and safety.
Storm Water Utility Assessments, Streetlight Assessments, and Park Assessments, some which are citywide while others are specific to an assessment zone.
Impact fees which include Traffic Impact Fees, Park Impact Fees, and Public Facilities Impact Fee which are spent on capital project specific to the impact fee.
Numerous Lighting and Landscape Assessments help to fund the cost of lighting and landscaping within each specific zone.
Numerous Community Facilities District Assessments help to fund the cost of lighting, landscaping, and parks within each specific zone.
Proposed Department and Personnel Changes
The Department has formed a cohesive team that serves the needs of the community infrastructure. As the City continues to grow and more residents move to Oakley, so is the increased need for services that the Public Works Department provides for the community. The addition of new residential subdivisions and infrastructure that come under the maintenance of the Public Works Department, necessitate increased staffing to be able to provide maintenance services and to continue to have public infrastructure that is maintained to high standards.
132
610
Fiscal Year
2024/25 Public Works Department Detail
The FY 2024/25 budget includes the following staffing changes. The reclassification of an Engineering Technician to an Assistant Engineer. The Assistant Engineer will support a wide range of development engineering, traffic engineering, and GIS services.
The current Facility Maintenance Worker position will be reclassified to Public Works Maintenance Foreman to better align the work that is being performed with the appropriate position title and responsibilities. The Public Works Maintenance Foreman, in addition to performing and managing facility maintenance, will supervise the staff who perform custodial services at various City facilities. 133
611
Fiscal Year
2024/25 Public Works Department Detail
2020/21 2021/22 2022/23 2023/24 2024/25
Engineering Actual Actual Actual Projected Proposed
Personnel Services $ 904,924 $ 966,844 $ 1,001,812 $ 1,091,740 $ 1,132,877 Services 618,134 761,104 1,242,479 1,541,211 1,162,649
Supplies 5,091 7,924 7,975 8,100 9,900
Capital Outlay - 15,677 2,211 21,450 9,500
Total Engineering $ 1,528,149 $ 1,751,548 $ 2,254,478 $ 2,662,501 $ 2,314,926 2020/21 2021/22 2022/23 2023/24 2024/25
Facilities Actual Actual Actual Projected Proposed
Personnel Services $ 96,964 $ 105,497 $ 177,308 $ 284,734 $ 358,919 Services 14,127 166,624 308,597 384,506 445,649
Supplies 117 55 26,634 63,000 41,250
Capital Outlay - - - 42,000 -
Total Facilities $ 111,208 $ 272,176 $ 512,539 $ 774,240 $ 845,818 2020/21 2021/22 2022/23 2023/24 2024/25
Parks Actual Actual Actual Projected Proposed
Personnel Services $ 549,215 $ 637,444 $ 695,702 $ 970,122 $ 982,912 Services 96,792 647,568 808,107 215,313 250,680
Supplies 26,245 30,751 33,302 35,498 41,000
Capital Outlay 110,502 6,500
Total Parks $ 672,251 $ 1,315,762 $ 1,537,110 $ 1,331,435 $ 1,281,092 2020/21 2021/22 2022/23 2023/24 2024/25
Streets Actual Actual Actual Projected Proposed
Personnel Services $ 211,795 $ 233,366 $ 245,930 $ 231,440 $ 326,356 Services 297,742 284,342 195,141 293,835 302,425
Supplies 11,956 7,694 7,627 11,000 12,000
Capital Outlay - 78,744 415,404 10,000 16,500
Total Streets $ 521,494 $ 604,146 $ 864,102 $ 546,275 $ 657,281 Total Public Works $ 2,833,101 $ 3,943,632 $ 5,168,229 $ 5,314,451 $ 5,099,117 134
612
Fiscal Year
2024/25 Public Works Department Detail
Position
FTE
2024/2025
FTE
2023/2024
Change in
FTE
Public Works Director/City Engineer 1.00 1.00 -
Engineering Manager 1.00 1.00 -
Associate Engineer* 1.00 1.00 -
Public Works Inspector 1.00 1.00 -
Engineering Technician - 1.00 (1.00)
Assistant Engineer 1.00 - 1.00
Administrative Supervisor 1.00 1.00 -
Administrative Assistant 0.50 1.00 (0.50)
Total Division 6.50 7.00 (0.50)
* this position may be filled with the lower Assistant Engineer if we are unable to find a qualified candidate Public Works Manager 0.30 - 0.30
Public Works Foreman 1.00 - 1.00
Facilities Maintenance Worker - 1.00 (1.00)
Custodian 2.00 2.00 -
Total Division 3.30 3.00 0.30
Public Works Manager 0.35 1.00 (0.65)
Public Works Foreman 1.00 1.00 -
Park Ranger 1.00 1.00 -
Public Works Maintenance Worker 5.00 5.00 -
Administrative Assistant 0.50 0.50
Total Division 7.85 8.00 (0.15)
Public Works Department
Engineering
Division
Facilities
Division
Parks
Division
135
613
Fiscal Year
2024/25 Public Works Department Detail
Position
FTE
2024/2025
FTE
2023/2024
Change in
FTE
Public Works Manager 0.35 - 0.35
Public Works Foreman 1.00 1.00 -
Public Works Maintenance Worker 1.00 1.00 -
Total Division 2.35 2.00 0.35
Total Public Works Department 20.00 20.00 -
Public Works Department
Streets
Division
136
614
Fiscal Year
2024/25 Public Works Department Detail
Engineering Objectives Fiscal Year 2024/25 A B C D E F
Engineering Performance Indicators FY 2021/22 FY 2022/23 FY 2023/24 Number of traffic calming requests processed
Number of encroachment permits processed
Number of transportation permits processed
Number of CIP projects completed
Number of Electric Vehicle Charging Stations
Total kWh used by Electric Vehicle Chargers
Facilities Objectives Fiscal Year 2024/25 A B C D E F
Create a cohesive Facility Team for all custodial and facility maintenance services Create tracking system for compliance with County and State regulations and permits Proactively maintain facility equipment and systems to reduce equipment failures and downtime and extending Facility Asset Lifespans
Participate in training for the new Tyler software for Public Works Facility Work Order Processes F 2 3 10
F 1,455 2,350 10,522
D 165 153 306
B 7 14 17
D 165 153 257
Complete construction of Irrigation Well Installation at City's Freedom Basin Project CIP # 265 Complete construction of Delta Pointe Plaza
Complete construction of Safeway Shopping Center Project Goals
B 5
A Community & Economic Development B Community Health & Safety C Parks & Open Space D Community & Collaborative Partnerships E Finance & Fiscal Responsibility F Sustainable Organization Complete construction of East Cypress Road Widening (Knightsen Avenue to Jersey Island Road) Project CIP # 247 Complete construction of Laurel Road Widening (Cloverbrook Avenue to O'Hara Avenue) Project CIP # 280 Complete the design of East Cypress Road Widening at CCWD Canal Crossing Project CIP # 310 Start the design of East Cypress Road Widening (Jersey Island Road to Bethel Island Road) Project CIP # 302 3 2
137
615
Fiscal Year
2024/25 Public Works Department Detail
A Community & Economic Development B Community Health & Safety C Parks & Open Space D Community & Collaborative Partnerships E Finance & Fiscal Responsibility F Sustainable Organization Facilities Performance Indicators FY 2021/22 FY 2022/23 FY 2023/24 Number of facility service requests processed
Parks Objectives Fiscal Year 2024/25 A B C D E F
Parks Performance Indicators FY 2021/22 FY 2022/23 FY 2023/24 Number of acres of City parks, open space, and landscaped zones maintained Number of park service requests received and processed* Number of Trees Planted
Number of Trees Pruned
Streets Fiscal Year 2024/25 A B C D E F
Performed remediation of lifted sidewalk to eliminate trip and fall hazard within 24 hours Removal of debris from Right-of Way within 24 hours of reporting C 400 425 550
C 800 647 1,396
C 30 60 1,046
Goals
C 217 224 293
Complete a Tree Inventory utilizing our internal GIS
Maintain and Enhance the City’s Park Infrastructure
Develop Park Interpretive Programs
Complete construction of Enrico Cinquini Park Project CIP # 281 Goals
B, E 486
A Community & Economic Development B Community Health & Safety C Parks & Open Space D Community & Collaborative Partnerships E Finance & Fiscal Responsibility F Sustainable Organization Facilities Performance Indicators FY 2021/22 FY 2022/23 FY 2023/24 Number of facility service requests processed
Parks Objectives Fiscal Year 2024/25 A B C D E F
Parks Performance Indicators FY 2021/22 FY 2022/23 FY 2023/24 Number of acres of City parks, open space, and landscaped zones maintained Number of park service requests received and processed* Number of Trees Planted
Number of Trees Pruned
*the division now uses a software to track this in lieu of manually tracking as in years past.
Streets Fiscal Year 2024/25 A B C D E F
Performed remediation of lifted sidewalk to eliminate trip and fall hazard within 24 hours Removal of debris from Right-of Way within 24 hours of reporting C 400 425 550
C 800 647 1,396
C 30 60 1,046
Goals
C 217 224 293
Complete a Tree Inventory utilizing our internal GIS
Maintain and Enhance the City’s Park Infrastructure
Develop Park Interpretive Programs
Complete construction of Enrico Cinquini Park Project CIP # 281 Goals
B, E 486
138
616
Fiscal Year
2024/25 Public Works Department Detail
A Community & Economic Development B Community Health & Safety C Parks & Open Space D Community & Collaborative Partnerships E Finance & Fiscal Responsibility F Sustainable Organization Streets Performance Indicators FY 2021/22 FY 2022/23 FY 2023/24 Total number of street miles swept
Total number of storm water inlets inspected
Number of miles of street resurfaced
Number of street light malfunction service requests processed Square Feet of Sidewalk replaced
Number of New Street Lights installed
B 3,550 4,735 4,374
B 30 23 79
B 2 2 7
B 222 177 273
B 6,132 6,066 6,248
B 2,703 4,329 4,329
Goals
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140
618
Fiscal Year
2024/25 Animal Control Detail
The City contracts with Contra Costa County for Animal Control Services.
Department Divisions
Animal Control – Animal Control services patrol the City’s streets and respond to public health and safety calls concerning animals in the City. The County Animal Services Department provides the service and access to its animal shelter facility in Martinez.
Department Costs and Revenue
The Costs are funded entirely by General Fund Revenues. All Staffing is provided by the County, and we are charged at an annual per capita rate.
Proposed Department and Personnel Changes
There are no changes proposed for Animal Control
141
619
Fiscal Year
2024/25 Animal Control Detail
2020/21 2021/22 2022/23 2023/24 2024/25
Animal Control Actual Actual Actual Projected Proposed
Personnel Services $ - $ - $ - $ - $ -
Services 273,295 288,310 341,873 405,696 491,325
Supplies - - - - -
Capital Outlay - - - - -
Total Animal Control $ 273,295 $ 288,310 $ 341,873 $ 405,696 $ 491,325 Total Animal Control $ 273,295 $ 288,310 $ 341,873 $ 405,696 $ 491,325 142
620
Fiscal Year
2024/25 Non-Departmental Detail
All non-departmental costs are part of the overall costs for the City and not related to one specific department. These costs are allocated to each department based on the department’s share of salary expenses. The budget includes central services, supplies, and utilities as well as the general fund contingency per policy.
Department Divisions
There are no divisions in this unit.
Department Costs and Revenue
The objectives related to the non-departmental budget are to monitor and manage citywide costs. The budget is managed by the City Manager and Administrative Services Director.
Proposed Department and Personnel Changes
All expenditures directly associated to IT have been moved to Fund 503, Technology Internal Service Fund. 143
621
Fiscal Year
2024/25 Non-Departmental Detail
2020/21 2021/22 2022/23 2023/24 2024/25
Non-Departmental Actual Actual Actual Projected Proposed Personnel Services $ 791,274 $ 574,448 $ 826,692 $ 776,188 $ 1,013,922 Services (506,487) (1,213,589) (1,519,884) (1,098,090) (1,051,922) Supplies 58,968 70,547 56,216 52,400 38,000
Capital Outlay - - - 15,502 -
Transfers Out 225,000 - - - -
Interdepartmental Allocations - - - - -
Total Non-Departmental $ 568,755 $ (568,594) $ (636,976) $ (254,000) $ - Total Non-Departmental $ 568,755 $ (568,594) $ (636,976) $ (254,000) $ - 144
622
Fiscal Year
2024/25 Transfers
Staff proposes the following transfers from the General Fund to Other Funds in Fiscal Year 2024/25.
To Fund 201 General Capital Projects to cover CIP projects $ 4,000,000 To Fund 235 Street Maintenance Reserves to cover street maintenance projects 2,163,200 To Fund 145 Stormwater NPDES to cover operational deficit 100,000 To Fund 187 LLD Country Place to cover operational deficit 21,500 To Fund 180 LLD Country Fair(Meadow Glen) to cover operational deficit 3,500 $ 6,288,200
2020/21 2021/22 2022/23 2023/24 2024/25
Actual Actual Actual Projected Proposed
Operating Transfers 2,434,800 5,621,000 9,577,974 2,285,831 6,288,200 Total Expenditures $ 2,434,800 $ 5,621,000 $ 9,577,974 $ 2,285,831 $ 6,288,200 Total Operating Transfers $ 2,434,800 $ 5,621,000 $ 9,577,974 $ 2,285,831 $ 6,288,200 145
623
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146
624
Fiscal Year
2024/25 Capital Outlay and Land Acquisitions
There are no appropriations anticipated for Fiscal year 2024/25. 2020/21 2021/22 2022/23 2023/24 2024/25
Actual Actual Actual Projected Proposed
Captal Outlay/Land Acquisitions 174,422 - - - -
Total Expenditures $ 174,422 $ - $ - $ - $ -
Total Capital Outlay/Land
Acquisitions $ 174,422 $ - $ - $ - $ -
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148
626
Fiscal Year
2024/25
Special Revenue Funds
Creekside Park Restoration Grant
This grant from the Delta Conservancy has the purpose of developing plans to restore 775 linear feet of Marsh Creek to provide habitat for native fish and wildlife. Various partners will be participating in the analysis including American Rivers, Inc., Contra Costa Flood District, and the adjacent property owner/developer.
Fund - 115 2020/21 2021/22 2022/23 2023/24 2024/25
Oakley Creekside Park Restoration Actual Actual Actual Projected Proposed Grants Revenue $ - $ 129,030 $ 175,107 $ 41,403 $ -
Interest - - - - -
Total Revenues $ - $ 129,030 $ 175,107 $ 41,403 $ -
Personnel Services $ - $ -
Services - 170,508 140,626 125,332 -
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ - $ 170,508 $ 140,626 $ 125,332 $ - Fund - 138 2020/21 2021/22 2022/23 2023/24 2024/25
Downtown Revitalization Actual Actual Actual Projected Proposed Rents & Concessions Revenue $ 183,792 $ 182,946 $ 118,010 $ 251,226 $ 161,768 Interest 462 2,207 4,076 - 2,000
Lease Revenue&Interest - 28,152 149,167 -
Operating Transfers 75,000 75,000 - - -
Total Revenues $ 259,254 $ 288,305 $ 271,253 $ 251,226 $ 163,768 Personnel Services $ - $ - $ - $ - $ -
Services 212,386 180,478 196,048 171,199 160,346
Supplies 22 - - 600 -
Capital Outlay 11,002 - - - -
Total Expenditures $ 223,410 $ 180,478 $ 196,048 $ 171,799 $ 160,346 149
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150
628
Fiscal Year
2024/25
Special Revenue Funds
American Rescue Plan Act Grant
The American Rescue Plan Act of 2021 (ARPA) is a $1.9 trillion Coronavirus rescue package designed to facilitate the United States’ recovery from the devastating economic and health effects of the COVID-19 pandemic. The nearly $2 trillion price tag makes this economic rescue legislation one of the most expensive in U.S. history.
The City of Oakley received $10,177,190 of ARPA funding. As a result of legislation referred to as the Final Rule, the City of Oakley was allowed to claim $10 million of those funds as an economic loss and that $10 million can be used to provide government services. The remaining $177,190 was claimed by the City as a partial-reimbursement for special COVID-19 sick leave that the City’s General Fund paid out to employees during the Pandemic.
The grant requires that all ARPA funding be spent by December 31, 2026 and must be allocated no later than December 31, 2024. The allocation deadline falls within this budget year. As can be seen on the next page, the City has allocated 100% of the ARPA funding with plans to spend it by the deadline in 2026.
Revenue in the table below is from Deferred Revenue and not additional revenue expected in the fund.
Fund - 120 2020/21 2021/22 2022/23 2023/24 2024/25
American Rescue Plan (ARPA) Actual Actual Actual Projected Proposed Grants Revenue $ - $ 677,196 $ 548,430 $ 9,045,638 $ 7,963,425 Interest - 9,086 193,238 - -
Reimbursements-Grants - - 21,402 - -
Total Revenues $ - $ 686,282 $ 763,069 $ 9,045,638 $ 7,963,425 Personnel Services $ - $ - $ - $ - $ -
Services - 307,446 406,787 1,653,832 1,364,991
Supplies - 28,953 - - -
Capital Outlay - 52,531 163,045 7,391,807 6,598,434
Operating Transfers - 177,190 - - -
Total Expenditures $ - $ 566,119 $ 569,833 $ 9,045,638 $ 7,963,425 151
629
Fiscal Year
2024/25
Special Revenue Funds
American Rescue Plan Act Grant
Technology Enhancements 3,300,000.00
Broadband Feasibility Study/Fiber Master Plan 50,000.00 City Employee COVID Costs 250,000.00
Services Needs in the Community 180,000.00
Small Business Relief Grant 235,000.00
Outdoor Dining and Business Façade 700,000.00
E-Gift Card Program 65,000.00
ARPA Consulting Support 50,000.00
Fire Hydrant Maintenance 150,000.00
Free Summer Camp Sessions 2022 34,000.00
CIP 285 Bethel Island Road Design Project 400,000.00
CIP 189 Piper Lane Drainage Channel Trash Capture 200,000.00 CIP 249 Recreation Center Emergency Generator 300,000.00 Total 2022 Allocations 5,914,000.00
Services Needs in the Community 8,150.00
E-Gift Card Program 100,000.00
Police Recruitment Services 250,000.00
Tourism 300,000.00
Recreation Classes 60,000.00
Senior Citizen Club 20,000.00
Library Feasibility Analysis 60,000.00
CIP 286 City Hall Solar 50,000.00
CIP 228 Civic Center Emergency Generator 100,000.00
CIP 302 E.CYPRESS RD WIDENING(JERSEY TO BETHEL) 378,503.00 Total 2023 Allocations 1,326,653.00
East Cypress Corridor Specific Plan (“ECCSP” or “Specific Plan”)Subsequent Environmental Impact Report 100,000.00 Reduce COVID Expenses (219,533.00)
Reduce CIP 285 Bethel Island Road Design Project (378,503.00) Reduce Software/Technology (472,617.00)
CIP 215 Downtown Parking Lot 150,000.00
CIP 280 Laurel Road Widening 550,000.00
Scissor Lift 20,000.00
Teen Center 10,000.00
Library 3,000,000.00
Total 2024 Allocations 2,759,347.00
Total Allocated to Date 10,000,000.00
Allocation Summary
American Rescue Plan (ARPA)
Technology Enhancements 3,300,000.00
Broadband Feasibility Study/Fiber Master Plan 50,000.00 City Employee COVID Costs 250,000.00
Services Needs in the Community 180,000.00
Small Business Relief Grant 235,000.00
Outdoor Dining and Business Façade 700,000.00
E-Gift Card Program 65,000.00
ARPA Consulting Support 50,000.00
Fire Hydrant Maintenance 150,000.00
Free Summer Camp Sessions 2022 34,000.00
CIP 285 Bethel Island Road Design Project 400,000.00
CIP 189 Piper Lane Drainage Channel Trash Capture 200,000.00 CIP 249 Recreation Center Emergency Generator 300,000.00 Total 2022 Allocations 5,914,000.00
Services Needs in the Community 8,150.00
E-Gift Card Program 100,000.00
Police Recruitment Services 250,000.00
Tourism 300,000.00
Recreation Classes 60,000.00
Senior Citizen Club 20,000.00
Library Feasibility Analysis 60,000.00
CIP 286 City Hall Solar 50,000.00
CIP 228 Civic Center Emergency Generator 100,000.00
CIP 302 E.CYPRESS RD WIDENING(JERSEY TO BETHEL) 378,503.00 Total 2023 Allocations 1,326,653.00
East Cypress Corridor Specific Plan (“ECCSP” or “Specific Plan”)Subsequent Environmental Impact Report 100,000.00 Reduce COVID Expenses (219,533.00)
Reduce CIP 285 Bethel Island Road Design Project (378,503.00) Reduce Software/Technology (472,617.00)
CIP 215 Downtown Parking Lot 150,000.00
CIP 280 Laurel Road Widening 550,000.00
Scissor Lift 20,000.00
Teen Center 10,000.00
Library 3,000,000.00
Total 2024 Allocations 2,759,347.00
Total Allocated to Date 10,000,000.00
Allocation Summary
American Rescue Plan (ARPA)
152
630
Fiscal Year
2024/25
Special Revenue Funds
Downtown Revitalization Fund
The City has developed an economic development revolving loan program. This fund was created so that the funding of the program, and ultimately the accounting for its activities, can be tracked and reported on separately. Uses for loans will be made as approved by the City Council, pursuant to the program parameters. Several years ago, the City received the transfer from the Oakley Redevelopment Successor Agency, the properties designated for “government use” and for “future development.” In order to track the rents and services related to these properties they are included in this fund and the name of the fund was changed from Economic Development Revolving Loan Program to Downtown Revitalization Fund to more accurately describe the activities tracked in this fund. In more recent years some of the rental properties have been sold and therefore you will see a reduction in activity in this fund.
Fund - 138 2020/21 2021/22 2022/23 2023/24 2024/25
Downtown Revitalization Actual Actual Actual Projected Proposed Rents & Concessions Revenue $ 183,792 $ 182,946 $ 118,010 $ 251,226 $ 161,768 Interest 462 2,207 4,076 - 2,000
Lease Revenue&Interest - 28,152 149,167 -
Operating Transfers 75,000 75,000 - - -
Total Revenues $ 259,254 $ 288,305 $ 271,253 $ 251,226 $ 163,768 Personnel Services $ - $ - $ - $ - $ -
Services 212,386 180,478 196,048 171,199 160,346
Supplies 22 - - 600 -
Capital Outlay 11,002 - - - -
Total Expenditures $ 223,410 $ 180,478 $ 196,048 $ 171,799 $ 160,346 153
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154
632
Fiscal Year
2024/25
Special Revenue Funds
Sports Field Maintenance
The Sports Field Maintenance Fund is a special fund established first in fiscal year 2014/15. Recognizing that organized sports field usage results in the need for more intensive upkeep and maintenance, the fund is used to account separately for the collection of fees from the ball field rentals (revenue) and expenditure of funds for an on-going maintenance program of the facilities. The funds are used for annual field renovation costs, equipment repair and replacement, supplies, and for the cost associated with staff time including contracts.
Fund - 168 2020/21 2021/22 2022/23 2023/24 2024/25
Sports Field Maintenance Actual Actual Actual Projected Proposed Rents & Concessions $ 40,043 $ 57,660 $ 46,350 $ 50,000 $ 50,000 Interest 959 342 4,491 350 -
Total Revenues $ 41,002 $ 58,002 $ 50,841 $ 50,350 $ 50,000 Personnel Services $ - $ - $ - $ - $ -
Services 25,907 19,606 622 25,700 22,779
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 25,907 $ 19,606 $ 622 $ 25,700 $ 22,779 155
633
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156
634
Fiscal Year
2024/25
Special Revenue Funds
Storm Water Fund
The City accounts for its storm water program activities in a separate fund. The City has an agreement with the Contra Costa Flood Control and Water Conservations District to receive funding for the National Pollutant Discharge Elimination System Program and Drainage System Maintenace activities. The City also has assessments specific to storm water that creates revenue each year. With storm water mandates continuing to increase without a revenue source to fund these mandates, staff has proposed a transfer from the general fund this fiscal year to help fund rising expenditures.
Fund - 145 2020/21 2021/22 2022/23 2023/24 2024/25
Storm Water Program Actual Actual Actual Projected Proposed Stormwater (NPDES) $ 519,585 $ 510,455 $ 527,545 $ 563,310 $ 588,200 Interest 1,404 232 16 - -
Unrealized Gain/(Losses) (1,859) (2,145) 2,116 - -
Miscellaneous Revenue 120 420 1,440 - -
Operating Transfers - - - - 127,638
Total Revenues $ 519,250 $ 508,962 $ 531,118 $ 563,310 $ 715,838 Personnel Services $ - $ - $ - $ - $ -
Services 388,376 414,263 441,251 385,662 220,563
Supplies 205,638 222,066 253,782 266,750 293,450
Capital Outlay 1,002 107,516 473 239,867 -
Operating Transfers - - - - -
Total Expenditures $ 595,016 $ 743,845 $ 695,506 $ 892,279 $ 514,013 157
635
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158
636
Fiscal Year
2024/25
Special Revenue Funds
Developer Deposit Fund
The City has a separate fund to account for developer deposits and related development application processing costs. The revenues are earned only as work is performed and costs incurred. All deposits that are unused in the application review process are returned to the applicant when the review is completed.
Fund - 301 2020/21 2021/22 2022/23 2023/24 2024/25
Developer Deposit Actual Actual Actual Projected Proposed Developer Fees $ 1,198,719 $ 1,330,150 $ 1,369,542 $ 1,200,000 $ 1,377,446 Interest - - - - -
Total Revenues $ 1,198,719 $ 1,330,150 $ 1,369,542 $ 1,200,000 $ 1,377,446 Personnel Services $ - $ - $ - $ - $ -
Services 1,199,934 1,330,217 1,369,542 1,200,000 1,377,446 Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 1,199,934 $ 1,330,217 $ 1,369,542 $ 1,200,000 $ 1,377,446 159
637
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160
638
Fiscal Year
2024/25
Special Revenue Funds
Road Maintenance Funds
Gas Tax Fund: Gas Tax is used to account for the City’s share of local gas tax revenues and congestion management funds received from the State. These revenues are for the research, planning, construction, improvement, maintenance, and operation of public streets and highways (and their related public facilities for non-motorized traffic), including the mitigation of their environmental effects, the payment for property taken or damaged for such purposes, and the administrative costs necessarily incurred in the foregoing purposes. The City uses them for local roadway maintenance, roadway projects, and to subsidize the Street Lighting Fund when required.
Road Maintenance and Rehabilitation Fund: Road Maintenance and Rehabilitation is used to account for the City’s share of SB1 revenues received from the State. These revenues are an ongoing revenue source for the purpose of addressing deferred maintenance on the local streets and roads. The City uses them for local roadway maintenance and rehabilitation projects.
Measure J Fund: Measure J is used to account for the City’s share of the voter-approved 1/2% sales tax for transportation projects. Measure J was passed by the voters as a successor tax to Measure C. Both are restricted to the same uses as Gas Tax revenues but can also be applied to transit improvement and operations, growth management planning and compliance, pedestrian and bicycle trail construction/maintenance/operations, parking facility development, and transportation efficiency program development and operations (ridesharing, etc.). The City uses its Measure J tax revenues for local roadway maintenance and roadway projects.
Street Maintenance and Rehabilitation Fund: This was first established as a reserve fund with an intent to establish funding for ongoing routine maintenance. It was a place to save funds for more significant future maintenance projects, and to be a reserve for funding unexpected projects or higher than planned project costs on critical maintenance projects. In Fiscal Year 2021/22, it was determined that the reserve fund was not working as intended as the need to use the funds on current projects was prioritized over the need to save for the future. The fund was renamed to rehabilitation with an emphasis on expending the necessary dollars to maintain and rehabilitate city streets as needed each year. The City has made the commitment to contribute at least $2 million per year, with an annual increase of 4%, to maintain its streets on a prioritized basis. Details of funding allocations can be found in the capital improvement plan. 161
639
Fiscal Year
2024/25
Special Revenue Funds
Road Maintenance Funds
Fund - 140 2020/21 2021/22 2022/23 2023/24 2024/25
Gas Tax Actual Actual Actual Projected Proposed
Grants Revenue $ 951,881 $ 1,019,326 $ 1,125,864 $ 1,162,968 $ 1,186,107 Interest 7,322 2,844 34,577 - 15,000
Unrealized Gain/(Losses) - (31,259) 4,972 - -
Miscellaneous Revenue - 7,460 15,359 - -
Reimbursements-Grants - 25,300 - - -
Total Revenues $ 959,203 $ 1,023,670 $ 1,180,772 $ 1,162,968 $ 1,201,107 Personnel Services $ - $ - $ - $ - $ -
Services 354,671 317,354 377,839 414,046 723,193
Supplies 77,727 217,068 348,191 320,000 290,000
Capital Outlay - - 301,561 806,583 200,000
Operating Transfers 169,799 130,111 22,288 190,000 119,085 Total Expenditures $ 602,197 $ 664,533 $ 1,049,879 $ 1,730,629 $ 1,332,278 Fund - 141 2020/21 2021/22 2022/23 2023/24 2024/25
Road Maint. & Rehab (RMRA) Actual Actual Actual Projected Proposed Grants Revenue $ 778,825 $ 861,619 $ 981,836 $ 1,017,551 $ 1,124,561 Interest 1,565 2,319 3,220 - 10,000
Total Revenues $ 780,389 $ 863,938 $ 985,055 $ 1,017,551 $ 1,134,561 Personnel Services $ - $ - $ - $ - $ -
Services 2,904 3,768 3,731 3,550 28,983
Supplies - - - - -
Capital Outlay 81,033 1,033,396 1,101,125 2,122,068 1,150,000 Operating Transfers - - - - -
Total Expenditures $ 83,937 $ 1,037,164 $ 1,104,856 $ 2,125,618 $ 1,178,983 Fund - 140 2020/21 2021/22 2022/23 2023/24 2024/25
Gas Tax Actual Actual Actual Projected Proposed
Grants Revenue $ 951,881 $ 1,019,326 $ 1,125,864 $ 1,162,968 $ 1,186,107 Interest 7,322 2,844 34,577 - 15,000
Unrealized Gain/(Losses) - (31,259) 4,972 - -
Miscellaneous Revenue - 7,460 15,359 - -
Reimbursements-Grants - 25,300 - - -
Total Revenues $ 959,203 $ 1,023,670 $ 1,180,772 $ 1,162,968 $ 1,201,107 Personnel Services $ - $ - $ - $ - $ -
Services 354,671 317,354 377,839 414,046 723,193
Supplies 77,727 217,068 348,191 320,000 290,000
Capital Outlay - - 301,561 806,583 200,000
Operating Transfers 169,799 130,111 22,288 190,000 119,085 Total Expenditures $ 602,197 $ 664,533 $ 1,049,879 $ 1,730,629 $ 1,332,278 Fund - 141 2020/21 2021/22 2022/23 2023/24 2024/25
Road Maint. & Rehab (RMRA) Actual Actual Actual Projected Proposed Grants Revenue $ 778,825 $ 861,619 $ 981,836 $ 1,017,551 $ 1,124,561 Interest 1,565 2,319 3,220 - 10,000
Total Revenues $ 780,389 $ 863,938 $ 985,055 $ 1,017,551 $ 1,134,561 Personnel Services $ - $ - $ - $ - $ -
Services 2,904 3,768 3,731 3,550 28,983
Supplies - - - - -
Capital Outlay 81,033 1,033,396 1,101,125 2,122,068 1,150,000 Operating Transfers - - - - -
Total Expenditures $ 83,937 $ 1,037,164 $ 1,104,856 $ 2,125,618 $ 1,178,983 162
640
Fiscal Year
2024/25
Special Revenue Funds
Road Maintenance Funds
Fund - 148 2020/21 2021/22 2022/23 2023/24 2024/25
Measure J Actual Actual Actual Projected Proposed
Measure J Sales Tax $ 640,318 $ 733,912 $ 833,010 $ 810,833 $ 770,000 Interest 6,839 2,579 30,142 - 10,000
Unrealized Gain/(Losses) - (29,500) 7,277 - -
Grant Reimbursement - - - 198,722 -
Total Revenues $ 647,157 $ 706,991 $ 870,429 $ 1,009,555 $ 780,000 Personnel Services $ - $ - $ - $ - $ -
Services 109,140 120,447 143,947 144,634 227,738
Supplies - - - - -
Capital Outlay 366,971 1,750 299,497 2,814,681 175,000
Operating Transfers - - - - -
Total Expenditures $ 476,111 $ 122,197 $ 443,444 $ 2,959,315 $ 402,738 Fund - 235 2020/21 2021/22 2022/23 2023/24 2024/25
Street Maintenance & Rehab Actual Actual Actual Projected Proposed Operating Transfers $ 350,000 $ 4,000,000 $ 2,000,000 $ - $ 2,163,200 Developer Contribution 675,000 - - - -
Total Revenues $ 1,025,000 $ 4,000,000 $ 2,000,000 $ - $ 2,163,200 Personnel Services $ - $ - $ - $ - $ -
Services - - - - -
Supplies - - - - -
Capital Outlay 269,378 2,558,152 162,392 5,217,608 2,039,630 Operating Transfers - - - - -
Total Expenditures $ 269,378 $ 2,558,152 $ 162,392 $ 5,217,608 $ 2,039,630 163
641
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164
642
Fiscal Year
2024/25
Special Revenue Funds
Police Services Funds
The City has several funds that are specific to police services and can only be spent on items directly related to police services.
P-6 Police Services: The largest of these funds is the police services special tax assessment, also known as P-6, and is collected in order to fund police services for the city. A map of tax zones is included here for your reference.
Supplemental Law Enforcement Services: In1996 legislation adopted AB 3229 which is funding to local governments for front-line law enforcement activities. These grant funds supplement funding currently available for public safety including personnel, equipment, and programs.
Office of Traffic Safety Grant: When awarded an Office of Traffic Safety police grant is used as a one-time grant to fund traffic safety programs such as DUI checkpoints. Depending on the grant year, it can also be used to fund equipment as well as bike and pedestrian safety. This grant is not received every year.
Officer Wellness and Mental Health Grant: This is one time money received to be used on officer wellness and mental health.
It is accounted for in a separate fund to ensure funding is being accounted for correctly. 165
643
Fiscal Year
2024/25
Special Revenue Funds
Police Services Funds
166
644
Fiscal Year
2024/25
Special Revenue Funds
Police Services Funds
Fund - 150 2020/21 2021/22 2022/23 2023/24 2024/25
P-6 Police Services Actual Actual Actual Projected Proposed Assessments $ 5,420,492 $ 6,345,919 $ 7,271,116 $ 7,580,000 $ 8,090,000 Interest 9,448 573 15,467 16,000 15,000
Total Revenues $ 5,429,940 $ 6,346,492 $ 7,286,584 $ 7,596,000 $ 8,105,000 Personnel Services $ - $ - $ - $ - $ -
Services 5,428,145 6,341,613 7,265,759 7,250,700 8,105,000 Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 5,428,145 $ 6,341,613 $ 7,265,759 $ 7,250,700 $ 8,105,000 Fund - 151 2020/21 2021/22 2022/23 2023/24 2024/25
Supplemental Law Enforcement Actual Actual Actual Projected Proposed Grants Revenue $ 156,727 $ 161,285 $ 165,271 $ 165,700 $ 185,000 Interest 369 62 846 - 500
Total Revenues $ 157,096 $ 161,347 $ 166,117 $ 165,700 $ 185,500 Personnel Services $ - $ - $ - $ - $ -
Services 157,020 160,735 165,948 165,700 185,500
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 157,020 $ 160,735 $ 165,948 $ 165,700 $ 185,500 167
645
Fiscal Year
2024/25
Special Revenue Funds
Police Services Funds
Fund - 152 2020/21 2021/22 2022/23 2023/24 2024/25
OTS GRANT Actual Actual Actual Projected Proposed
Grants Revenue $ 12,948 $ 12,578 $ - $ 24,800 $ -
Interest - - - - -
Total Revenues $ 12,948 $ 12,578 $ - $ 24,800 $ -
Personnel Services $ 12,948 $ 11,727 $ - $ - $ -
Services - - - - -
Supplies 851 - - 24,800 -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 13,799 $ 11,727 $ - $ 24,800 $ -
Fund - 154 2020/21 2021/22 2022/23 2023/24 2024/25
Officer Wellness Grant Actual Actual Actual Projected Proposed Grants Revenue $ - $ - $ - $ 28,000 $ 13,000
Interest - - - - -
Total Revenues $ - $ - $ - $ 28,000 $ 13,000
Personnel Services $ - $ - $ - $ 28,000 $ 13,000
Services - - - - -
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ - $ - $ - $ 28,000 $ 13,000
168
646
Fiscal Year
2024/25
Special Revenue Funds
Lighting and Landscaping District Funds
The City has Lighting and Landscaping District within 3 zones:
Zone 1 – Fund 132 Community Parks: This zone is citywide and is used to maintain the larger City parks of more than 3 acres.
It is funded primarily by assessments.
Zone 2 – Fund 133 Street Lighting: This zone provides street lighting for the entire City. It is funded primarily by assessments but does not generate sufficient revenues to be self-supporting. The Gas Tax Fund has been and is expected to continue to subsidize its operations. The subsidy continues to decrease and is anticipated to be under $120,000 for the fiscal year.
Zone 3 – Funds 170-195 Neighborhood Parks (made up of 26 sub-zones): This zone maintains the City’s smaller neighborhood parks. Each sub-zone generally represents a park or neighborhood with several parks and/or roadway landscaping. Each sub-zone is funded by assessments. Several Park Zones do not have sufficient revenues to fully fund their Capital Asset Lifecycle Replacement Reserves per City Policy. The Capital Asset Lifecycle Replacement Program establishes reserves necessary to ensure funds for asset replacements and remediation projects are available when needed. These reserves are used primarily to pay for longer- term replacement or remediation activities, periodic tree pruning and streetscape replacements. Nineteen of the City’s twenty-six zones were formed by the County prior to incorporation, and most do not have sufficient annual revenues to both operate and fund an appropriate contribution to their replacement reserves. While no existing critical need is going unaddressed at present, staff continues to work to find ways to ensure these long-term future needs are met. Below are a series of tables showing the revenues and expenditures for each fund. The City’s policies require the budgets consider lifecycle replacement reserves be considered as a part of the budget development process. As a result, some funds show revenues in excess of expenditures – in which case the surplus will become contributions to the reserve; and some funds show expenditures in excess of revenues– reflecting the need to use reserves for replacements and remediation activities during the year.
169
647
Fiscal Year
2024/25
Special Revenue Funds
Lighting and Landscaping District Funds
170
648
Fiscal Year
2024/25
Special Revenue Funds
Lighting and Landscaping District Funds
171
649
Fiscal Year
2024/25
Special Revenue Funds
Lighting and Landscaping District Funds
172
650
Fiscal Year
2024/25
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 132 2020/21 2021/22 2022/23 2023/24 2024/25
Zone 1- Community Parks Actual Actual Actual Projected Proposed Assessments $ 1,683,362 $ 1,953,804 $ 2,157,227 $ 2,291,540 $ 2,382,252 Interest 21,035 7,860 95,724 19,750 19,750
Unrealized Gain/(Losses) - (86,585) 11,101 - -
Miscellaneous Revenue 2,625 3,125 2,750 - -
Reimbursements-Grants 2,103 125 - - -
Total Revenues $ 1,709,126 $ 1,878,328 $ 2,266,802 $ 2,311,290 $ 2,402,002 Services $ 863,070 $ 1,352,619 $ 1,131,783 $ 1,981,280 $ 1,993,076 Supplies - - - - -
Capital Outlay - - 228,861 60,000 150,000
Operating Transfers 180,000 180,000 180,000 210,000 240,000 Total Expenditures $ 1,043,070 $ 1,532,619 $ 1,540,644 $ 2,251,280 $ 2,383,076 Unassigned Asset Replacement - - - 100,000 100,000
Total Z1- Community Parks $ 1,043,070 $ 1,532,619 $ 1,540,644 $ 2,351,280 $ 2,483,076 173
651
Fiscal Year
2024/25
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 133 2020/21 2021/22 2022/23 2023/24 2024/25
Zone 2- Street Lighting Actual Actual Actual Projected Proposed Assessments $ 279,262 $ 336,275 $ 369,032 $ 255,916 $ 399,995 Interest 1,072 3,200 6,306 - 900
Unrealized Gain/(Losses) - (43,852) 38,735 900 -
Operating Transfers 169,799 130,111 22,288 190,000 119,085 Total Revenues $ 450,133 $ 425,734 $ 436,360 $ 446,816 $ 519,980 Services $ 383,775 $ 425,734 $ 447,235 $ 511,328 $ 519,980 Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 383,775 $ 425,734 $ 447,235 $ 511,328 $ 519,980 Unassigned Asset Replacement - - - - 31,677
Total Z2- Street Lighting $ 383,775 $ 425,734 $ 447,235 $ 511,328 $ 551,657 174
652
Fiscal Year
2024/25
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 170 2020/21 2021/22 2022/23 2023/24 2024/25
Vintage Parkway Actual Actual Actual Projected Proposed Assessments $ 73,714 $ 73,714 $ 73,772 $ 73,772 $ 73,772 Interest 1,249 388 4,529 500 500
Unrealized Gain/(Losses) - (4,203) 662 - -
Operating Transfers 5,000 5,000 5,000 5,000 5,000
Total Revenues $ 79,962 $ 74,898 $ 83,963 $ 79,272 $ 79,272 Services $ 68,726 $ 69,758 $ 59,430 $ 79,272 $ 79,008
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 68,726 $ 69,758 $ 59,430 $ 79,272 $ 79,008 Unassigned Asset Replacement - - - 49,590 55,709
Total Vintage Parkway $ 68,726 $ 69,758 $ 59,430 $ 128,862 $ 134,717 175
653
Fiscal Year
2024/25
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 171 2020/21 2021/22 2022/23 2023/24 2024/25
Oakley Ranch Actual Actual Actual Projected Proposed
Assessments $ 26,446 $ 26,446 $ 26,446 $ 26,446 $ 26,446 Interest 203 54 514 100 100
Unrealized Gain/(Losses) - (578) 184 - -
Operating Transfers - - - - -
Total Revenues $ 26,649 $ 25,922 $ 27,143 $ 26,546 $ 26,546 Services $ 28,463 $ 29,429 $ 29,654 $ 32,935 $ 31,799
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 28,463 $ 29,429 $ 29,654 $ 32,935 $ 31,799 Unassigned Asset Replacement - - - 4,919 4,262
Total Oakley Ranch $ 28,463 $ 29,429 $ 29,654 $ 37,854 $ 36,061 176
654
Fiscal Year
2024/25
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 172 2020/21 2021/22 2022/23 2023/24 2024/25
Empire Actual Actual Actual Projected Proposed
Assessments $ 4,534 $ 4,534 $ 4,534 $ 4,534 $ 4,534
Interest 570 168 1,832 200 200
Unrealized Gain/(Losses) - (1,818) 412 - -
Operating Transfers - - - - -
Total Revenues $ 5,104 $ 2,884 $ 6,778 $ 4,734 $ 4,734
Services $ 4,669 $ 3,884 $ 3,937 $ 5,278 $ 4,770
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 4,669 $ 3,884 $ 3,937 $ 5,278 $ 4,770 Unassigned Asset Replacement - - - 21,143 21,717
Total Empire $ 4,669 $ 3,884 $ 3,937 $ 26,421 $ 26,487
177
655
Fiscal Year
2024/25
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 173 2020/21 2021/22 2022/23 2023/24 2024/25
Oakley Town Center Actual Actual Actual Projected Proposed Assessments $ 10,935 $ 10,935 $ 10,935 $ 10,935 $ 10,935 Interest 537 162 1,814 600 600
Unrealized Gain/(Losses) - (1,757) 355 - -
Operating Transfers - - - - -
Total Revenues $ 11,473 $ 9,340 $ 13,104 $ 11,535 $ 11,535 Services $ 11,854 $ 7,388 $ 7,926 $ 12,954 $ 11,366
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 11,854 $ 7,388 $ 7,926 $ 12,954 $ 11,366 Unassigned Asset Replacement - - - 20,606 21,569
Total Oakley Town Center $ 11,854 $ 7,388 $ 7,926 $ 33,560 $ 32,935 178
656
Fiscal Year
2024/25
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 174 2020/21 2021/22 2022/23 2023/24 2024/25
Oak Grove Actual Actual Actual Projected Proposed
Assessments $ 28,405 $ 28,405 $ 28,405 $ 28,405 $ 28,405 Interest 514 167 1,937 200 200
Unrealized Gain/(Losses) - (1,810) 293 - -
Operating Transfers - - - - -
Total Revenues $ 28,919 $ 26,762 $ 30,635 $ 28,605 $ 28,605 Services $ 21,682 $ 23,404 $ 19,925 $ 30,024 $ 28,540
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 21,682 $ 23,404 $ 19,925 $ 30,024 $ 28,540 Unassigned Asset Replacement - - - 21,190 23,513
Total Oak Grove $ 21,682 $ 23,404 $ 19,925 $ 51,214 $ 52,053 179
657
Fiscal Year
2024/25
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 175 2020/21 2021/22 2022/23 2023/24 2024/25
Laurel Wood /Luna Estates Actual Actual Actual Projected Proposed Assessments $ 7,668 $ 7,668 $ 7,668 $ 7,668 $ 7,668
Interest 643 192 2,114 200 200
Unrealized Gain/(Losses) - (2,076) 449 - -
Operating Transfers - - - - -
Total Revenues $ 8,311 $ 5,784 $ 10,232 $ 7,868 $ 7,868 Services $ 8,656 $ 6,140 $ 5,944 $ 7,868 $ 7,769
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 8,656 $ 6,140 $ 5,944 $ 7,868 $ 7,769 Unassigned Asset Replacement - - - 24,221 25,293
Total Laurel Wood /Luna Est. $ 8,656 $ 6,140 $ 5,944 $ 32,089 $ 33,062 180
658
Fiscal Year
2024/25
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 176 2020/21 2021/22 2022/23 2023/24 2024/25
South Forty Actual Actual Actual Projected Proposed
Assessments $ 9,713 $ 9,805 $ 9,805 $ 9,805 $ 9,805
Interest 331 101 1,122 100 100
Unrealized Gain/(Losses) - (1,099) 230 - -
Operating Transfers - - - - -
Total Revenues $ 10,043 $ 8,807 $ 11,158 $ 9,905 $ 9,905 Services $ 8,358 $ 8,151 $ 8,256 $ 9,905 $ 9,806
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 8,358 $ 8,151 $ 8,256 $ 9,905 $ 9,806 Unassigned Asset Replacement - - - 12,628 13,553
Total South Forty $ 8,358 $ 8,151 $ 8,256 $ 22,533 $ 23,359 181
659
Fiscal Year
2024/25
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 177 2020/21 2021/22 2022/23 2023/24 2024/25
Claremont Actual Actual Actual Projected Proposed
Assessments $ 7,628 $ 7,628 $ 7,628 $ 7,628 $ 7,628
Interest 100 21 175 100 100
Unrealized Gain/(Losses) - (220) 93 - -
Operating Transfers - - - - -
Total Revenues $ 7,728 $ 7,429 $ 7,896 $ 7,728 $ 7,728
Services $ 10,921 $ 10,602 $ 10,520 $ 12,773 $ 7,679
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 10,921 $ 10,602 $ 10,520 $ 12,773 $ 7,679 Unassigned Asset Replacement - - - 1,435 542
Total Claremont $ 10,921 $ 10,602 $ 10,520 $ 14,208 $ 8,221 182
660
Fiscal Year
2024/25
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 178 2020/21 2021/22 2022/23 2023/24 2024/25
Gateway Actual Actual Actual Projected Proposed
Assessments $ 18,360 $ 18,360 $ 18,360 $ 18,360 $ 18,360 Interest 1,260 360 3,883 250 250
Unrealized Gain/(Losses) - (3,891) 908 - -
Operating Transfers - - - - -
Total Revenues $ 19,620 $ 14,829 $ 23,151 $ 18,610 $ 18,610 Services $ 19,861 $ 22,160 $ 19,036 $ 23,682 $ 18,561
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 19,861 $ 22,160 $ 19,036 $ 23,682 $ 18,561 Unassigned Asset Replacement - - - 44,046 44,924
Total Gateway $ 19,861 $ 22,160 $ 19,036 $ 67,728 $ 63,485 183
661
Fiscal Year
2024/25
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 179 2020/21 2021/22 2022/23 2023/24 2024/25
Countryside-Village Green Actual Actual Actual Projected Proposed Assessments $ 2,625 $ 2,625 $ 2,625 $ 2,625 $ 2,625
Interest 189 53 558 250 250
Unrealized Gain/(Losses) - (570) 145 - -
Operating Transfers - - - - -
Total Revenues $ 2,814 $ 2,108 $ 3,328 $ 2,875 $ 2,875
Services $ 3,505 $ 3,526 $ 3,475 $ 3,816 $ 3,164
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 3,505 $ 3,526 $ 3,475 $ 3,816 $ 3,164 Unassigned Asset Replacement - - - 6,268 6,331
Total Countryside-Village G. $ 3,505 $ 3,526 $ 3,475 $ 10,084 $ 9,495 184
662
Fiscal Year
2024/25
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 180 2020/21 2021/22 2022/23 2023/24 2024/25
Country Fair Meadow Glen Actual Actual Actual Projected Proposed Assessments $ 5,423 $ 5,423 $ 5,423 $ 5,423 $ 5,423
Interest 37 2 4 50 50
Unrealized Gain/(Losses) - (15) 8 - -
Operating Transfers - - 4,000 5,831 3,500
Total Revenues $ 5,460 $ 5,410 $ 9,435 $ 11,304 $ 8,973 Services $ 7,858 $ 8,877 $ 9,305 $ 8,800 $ 8,924
Supplies - - - - -
Capital Outlay - - - - -
Other Financing Uses 14 11 62 - -
Total Expenditures $ 7,872 $ 8,888 $ 9,367 $ 8,800 $ 8,924 Unassigned Asset Replacement - - -
Total Country Fair Meadow G. $ 7,872 $ 8,888 $ 9,367 $ 8,800 $ 8,924 185
663
Fiscal Year
2024/25
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 181 2020/21 2021/22 2022/23 2023/24 2024/25
California Sunrise Actual Actual Actual Projected Proposed Assessments $ 3,502 $ 3,502 $ 3,502 $ 3,502 $ 3,502
Interest 504 150 1,639 200 200
Unrealized Gain/(Losses) - (1,622) 364 - -
Operating Transfers - - - - -
Total Revenues $ 4,006 $ 2,030 $ 5,505 $ 3,702 $ 3,702
Services $ 2,428 $ 2,791 $ 2,800 $ 3,661 $ 3,653
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 2,428 $ 2,791 $ 2,800 $ 3,661 $ 3,653 Unassigned Asset Replacement - - - 18,875 19,561
Total California Sunrise $ 2,428 $ 2,791 $ 2,800 $ 22,536 $ 23,214 186
664
Fiscal Year
2024/25
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 182 2020/21 2021/22 2022/23 2023/24 2024/25
California Visions Actual Actual Actual Projected Proposed Assessments $ 12,000 $ 12,000 $ 12,000 $ 12,000 $ 12,000 Interest 1,068 319 3,513 250 250
Unrealized Gain/(Losses) - (3,451) 747 - -
Operating Transfers - - - - -
Total Revenues $ 13,068 $ 8,867 $ 16,260 $ 12,250 $ 12,250 Services $ 9,732 $ 9,760 $ 8,890 $ 12,250 $ 12,201
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 9,732 $ 9,760 $ 8,890 $ 12,250 $ 12,201 Unassigned Asset Replacement - - - 40,166 41,983
Total California Visions $ 9,732 $ 9,760 $ 8,890 $ 52,416 $ 54,184 187
665
Fiscal Year
2024/25
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 183 2020/21 2021/22 2022/23 2023/24 2024/25
Claremont Heritage Actual Actual Actual Projected Proposed Assessments $ 18,240 $ 18,240 $ 18,240 $ 18,240 $ 18,240 Interest 1,490 452 5,062 300 300
Unrealized Gain/(Losses) - (4,903) 992 - -
Operating Transfers - - - - -
Total Revenues $ 19,730 $ 13,789 $ 24,295 $ 18,540 $ 18,540 Services $ 14,222 $ 10,389 $ 9,307 $ 18,540 $ 18,276
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 14,222 $ 10,389 $ 9,307 $ 18,540 $ 18,276 Unassigned Asset Replacement - - - 57,314 61,061
Total Claremont Heritage $ 14,222 $ 10,389 $ 9,307 $ 75,854 $ 79,337 188
666
Fiscal Year
2024/25
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 184 2020/21 2021/22 2022/23 2023/24 2024/25
Country Fair Meadow Glen II Actual Actual Actual Projected Proposed Assessments $ 122,613 $ 122,682 $ 122,682 $ 122,544 $ 122,613 Interest 1,335 414 4,600 300 300
Unrealized Gain/(Losses) - (4,495) 984 - -
Operating Transfers - - - - -
Total Revenues $ 123,948 $ 118,601 $ 128,266 $ 122,844 $ 122,913 Services $ 108,308 $ 115,025 $ 124,650 $ 123,791 $ 122,649 Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 108,308 $ 115,025 $ 124,650 $ 123,791 $ 122,649 Unassigned Asset Replacement - - - 52,240 54,195
Total Country Fair Mead. G.II $ 108,308 $ 115,025 $ 124,650 $ 176,031 $ 176,844 189
667
Fiscal Year
2024/25
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 185 2020/21 2021/22 2022/23 2023/24 2024/25
Sundance Actual Actual Actual Projected Proposed
Assessments $ 8,910 $ 8,910 $ 8,910 $ 8,910 $ 8,910
Interest 89 27 311 100 100
Unrealized Gain/(Losses) - (294) 52 - -
Operating Transfers - - - - -
Total Revenues $ 8,999 $ 8,643 $ 9,273 $ 9,010 $ 9,010
Services $ 9,337 $ 8,148 $ 8,286 $ 10,254 $ 8,961
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 9,337 $ 8,148 $ 8,286 $ 10,254 $ 8,961 Unassigned Asset Replacement - - - 2,989 3,456
Total Sundance $ 9,337 $ 8,148 $ 8,286 $ 13,243 $ 12,417 190
668
Fiscal Year
2024/25
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 186 2020/21 2021/22 2022/23 2023/24 2024/25
CA Jamboree-Laurel Anne Actual Actual Actual Projected Proposed Assessments $ 87,684 $ 87,684 $ 87,684 $ 87,684 $ 87,684 Interest 2,761 842 9,054 500 500
Unrealized Gain/(Losses) - (9,148) 2,258 - -
Operating Transfers 30,000 30,000 30,000 30,000 30,000
Total Revenues $ 120,445 $ 109,378 $ 128,996 $ 118,184 $ 118,184 Services $ 108,955 $ 112,777 $ 121,706 $ 118,184 $ 118,135 Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 108,955 $ 112,777 $ 121,706 $ 118,184 $ 118,135 Unassigned Asset Replacement - - - 100,000 100,000
Total CA Jamboree-Laurel A. $ 108,955 $ 112,777 $ 121,706 $ 218,184 $ 218,135 191
669
Fiscal Year
2024/25
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 187 2020/21 2021/22 2022/23 2023/24 2024/25
Country Place Actual Actual Actual Projected Proposed
Assessments $ 23,400 $ 23,400 $ 23,400 $ 23,400 $ 23,400 Interest 2 - - - -
Unrealized Gain/(Losses) - - - - -
Operating Transfers 20,000 20,000 20,000 40,000 51,500
Total Revenues $ 43,402 $ 43,400 $ 43,400 $ 63,400 $ 74,900 Services $ 48,774 $ 42,998 $ 45,341 $ 44,201 $ 46,491
Supplies - - - - -
Capital Outlay - - - - -
Other Financing Uses 378 281 1,642 - -
Total Expenditures $ 49,153 $ 43,279 $ 46,983 $ 44,201 $ 46,491 Unassigned Asset Replacement - - - - -
Total Country Place $ 49,153 $ 43,279 $ 46,983 $ 44,201 $ 46,491 192
670
Fiscal Year
2024/25
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 188 2020/21 2021/22 2022/23 2023/24 2024/25
Laurel Crest Actual Actual Actual Projected Proposed
Assessments $ 87,600 $ 87,600 $ 87,600 $ 87,600 $ 87,600 Interest 741 225 2,085 200 200
Unrealized Gain/(Losses) - (2,442) 812 - -
Operating Transfers 70,000 70,000 70,000 90,000 120,000 Total Revenues $ 158,341 $ 155,384 $ 160,497 $ 177,800 $ 207,800 Services $ 167,690 $ 162,496 $ 175,298 $ 177,800 $ 199,311 Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 167,690 $ 162,496 $ 175,298 $ 177,800 $ 199,311 Unassigned Asset Replacement - - - 22,010 22,776
Total Laurel Crest $ 167,690 $ 162,496 $ 175,298 $ 199,810 $ 222,087 193
671
Fiscal Year
2024/25
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 189 2020/21 2021/22 2022/23 2023/24 2024/25
Marsh Creek Glen Actual Actual Actual Projected Proposed Assessments $ 101,727 $ 103,323 $ 108,685 $ 114,451 $ 117,158 Interest 2,305 800 9,319 350 350
Unrealized Gain/(Losses) - (8,770) 1,349 - -
Operating Transfers - - - - -
Total Revenues $ 104,032 $ 95,352 $ 119,353 $ 114,801 $ 117,508 Services $ 53,908 $ 71,059 $ 55,676 $ 109,647 $ 114,019 Supplies - - - - -
Capital Outlay - - - 200,000 -
Operating Transfers - - - - -
Total Expenditures $ 53,908 $ 71,059 $ 55,676 $ 309,647 $ 114,019 Unassigned Asset Replacement - - - 100,000 100,000
Total Marsh Creek Glen $ 53,908 $ 71,059 $ 55,676 $ 409,647 $ 214,019 194
672
Fiscal Year
2024/25
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 190 2020/21 2021/22 2022/23 2023/24 2024/25
Quail Glen Actual Actual Actual Projected Proposed
Assessments $ 33,007 $ 33,524 $ 35,265 $ 37,135 $ 38,014 Interest 673 223 2,609 500 500
Unrealized Gain/(Losses) - (2,435) 395 - -
Operating Transfers - - - - -
Total Revenues $ 33,681 $ 31,312 $ 38,269 $ 37,635 $ 38,514 Services $ 22,461 $ 23,781 $ 33,745 $ 62,424 $ 37,987
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 22,461 $ 23,781 $ 33,745 $ 62,424 $ 37,987 Unassigned Asset Replacement - - - 3,886 23,882
Total Quail Glen $ 22,461 $ 23,781 $ 33,745 $ 66,310 $ 61,869 195
673
Fiscal Year
2024/25
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 191 2020/21 2021/22 2022/23 2023/24 2024/25
Cypress Grove Actual Actual Actual Projected Proposed
Assessments $ 290,589 $ 295,137 $ 310,462 $ 326,930 $ 334,664 Interest 4,756 1,341 12,643 1,000 1,000
Unrealized Gain/(Losses) - (14,511) 5,426 - -
Operating Transfers 10,000 10,000 10,000 10,000 10,000
Total Revenues $ 305,345 $ 291,967 $ 338,531 $ 337,930 $ 345,664 Services $ 336,657 $ 312,662 $ 423,655 $ 337,547 $ 315,896 Supplies - - - - -
Capital Outlay - - - 150,000 -
Operating Transfers - - - - -
Total Expenditures $ 336,657 $ 312,662 $ 423,655 $ 487,547 $ 315,896 Unassigned Asset Replacement - - - 100,000 100,000
Total Cypress Grove $ 336,657 $ 312,662 $ 423,655 $ 587,547 $ 415,896 196
674
Fiscal Year
2024/25
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 192 2020/21 2021/22 2022/23 2023/24 2024/25
South Oakley Actual Actual Actual Projected Proposed
Assessments $ 420,285 $ 426,870 $ 461,868 $ 486,357 $ 510,706 Interest 3,214 907 10,847 300 300
Unrealized Gain/(Losses) - (9,830) 1,011 - -
Operating Transfers 10,000 10,000 10,000 10,000 10,000
Total Revenues $ 433,499 $ 427,947 $ 483,726 $ 496,657 $ 521,006 Services $ 443,990 $ 451,905 $ 370,554 $ 457,420 $ 482,077 Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 443,990 $ 451,905 $ 370,554 $ 457,420 $ 482,077 Unassigned Asset Replacement - - - 100,000 100,000
Total South Oakley $ 443,990 $ 451,905 $ 370,554 $ 557,420 $ 582,077 197
675
Fiscal Year
2024/25
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 193 2020/21 2021/22 2022/23 2023/24 2024/25
Stone Creek Actual Actual Actual Projected Proposed
Assessments $ 58,540 $ 64,391 $ 70,833 $ 77,916 $ 85,707 Interest 2,233 761 9,174 300 300
Unrealized Gain/(Losses) - (8,329) 1,140 - -
Operating Transfers - - - - -
Total Revenues $ 60,773 $ 56,823 $ 81,147 $ 78,216 $ 86,007 Services $ 19,806 $ 20,640 $ 22,643 $ 67,942 $ 73,269
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 19,806 $ 20,640 $ 22,643 $ 67,942 $ 73,269 Unassigned Asset Replacement - - - 99,255 100,000
Total Stone Creek $ 19,806 $ 20,640 $ 22,643 $ 167,197 $ 173,269 198
676
Fiscal Year
2024/25
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 194 2020/21 2021/22 2022/23 2023/24 2024/25
Magnolia Park Actual Actual Actual Projected Proposed
Assessments $ 757,313 $ 833,047 $ 916,357 $ 984,320 $ 1,007,610 Interest 14,014 4,050 48,454 2,000 2,000
Unrealized Gain/(Losses) - (43,705) 5,284 0 -
Operating Transfers 10,000 10,000 10,000 10,000 10,000
Total Revenues $ 781,327 $ 803,392 $ 980,095 $ 996,320 $ 1,019,610 Services $ 701,137 $ 830,035 $ 626,645 $ 966,436 $ 950,179 Supplies - - - - -
Capital Outlay - - - 150,000 -
Operating Transfers - - - - -
Total Expenditures $ 701,137 $ 830,035 $ 626,645 $ 1,116,436 $ 950,179 Unassigned Asset Replacement - - - 100,000 100,000
Total Magnolia Park $ 701,137 $ 830,035 $ 626,645 $ 1,216,436 $ 1,050,179 199
677
Fiscal Year
2024/25
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 195 2020/21 2021/22 2022/23 2023/24 2024/25
Summer lake Actual Actual Actual Projected Proposed
Assessments $ 438,232 $ 482,056 $ 530,255 $ 583,285 $ 612,450 Interest 7,092 2,301 27,705 2,000 2,000
Unrealized Gain/(Losses) - (24,948) 2,990 0 -
Operating Transfers 25,000 25,000 25,000 25,000 25,000
Total Revenues $ 470,324 $ 484,409 $ 585,949 $ 610,285 $ 639,450 Services $ 283,848 $ 479,587 $ 397,183 $ 558,070 $ 581,802 Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 283,848 $ 479,587 $ 397,183 $ 558,070 $ 581,802 Unassigned Asset Replacement - - - 100,000 100,000
Total Summer Lake $ 283,848 $ 479,587 $ 397,183 $ 658,070 $ 681,802 Fund - 195 2020/21 2021/22 2022/23 2023/24 2024/25
Summer Lake Actual Actual Actual Projected Proposed
Assessments $ 438,232 $ 482,056 $ 530,255 $ 583,285 $ 612,450 Interest 7,092 2,301 27,705 2,000 2,000
Unrealized Gain/(Losses) - (24,948) 2,990 0 -
Operating Transfers 25,000 25,000 25,000 25,000 25,000
Total Revenues $ 470,324 $ 484,409 $ 585,949 $ 610,285 $ 639,450 Services $ 283,848 $ 479,587 $ 397,183 $ 558,070 $ 581,802 Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 283,848 $ 479,587 $ 397,183 $ 558,070 $ 581,802 Unassigned Asset Replacement - - - 100,000 100,000
$ 283,848 $ 479,587 $ 397,183 $ 658,070 $ 681,802
200
678
Fiscal Year
2024/25
Special Revenue Funds
Community Facilities District Funds
The City has several Community Facilities Districts:
CFD #1 – Fund 110 Cypress Grove: In October 2005, the City formed CFD #1 (Cypress Grove) to account for drainage maintenance activities in this new development. This was the first such district formed in the City and serves as a model for future developments. These activities are funded entirely by assessments to property owners.
Community Facilities District # 2015-1 – Funds 405-407 Emerson Ranch: The City of Oakley formed Community Facilities District No. 2015-1 (Emerson Ranch Maintenance) (“CFD”) on January 13, 2015. The City of Oakley has a separate fund to account for the CFD revenues and expenditures. Each year the City levies a special tax on parcels within the CFD to augment their financial impact to the City’s services budget for regional, community and neighborhood parks, street lighting, neighborhood landscaping and stormwater services. In FY 2020/2021, these districts were split into individual funds to better track revenues and expenditures.
Community Facilities District # 2015-2 – Fund 403-438: The City of Oakley formed Community Facilities District No. 2015-2 (Parks, Street Light, Landscape and Stormwater Services) (“CFD”) on January 12, 2016. Each year the City levies a special tax on parcels within the CFD to augment their financial impact to the City’s services budget for regional, community and neighborhood parks, street lighting, neighborhood landscaping and stormwater services. In FY 2020-2021 this district was split into individual funds to better track revenues and expenditures. Each year, we continue to form new district zones within the 2015-2 District as development continues.
Community Facilities District # 2018-1 – Fund 404 Fire Protection: The City of Oakley formed Community Facilities District No. 2018-1 (Fire Protection) (“CFD”) in September of 2018. The City of Oakley has a separate fund to account for the CFD revenues and expenditures. Each year the City levies a special tax on parcels within the CFD to augment financial impacts. All revenues received, excluding administrative costs, are paid to the fire district to offset fire protection expenses.
Community Facilities District # 2020-1 – Fund 134 Contra Costa Logistics Center: The City of Oakley formed Community Facilities District No. 2020-1 in June of 2020. The CFD was created to provide a financing mechanism to fund police protection services and the maintenance, including servicing, repair, and replacement of City infrastructure such as community parks, streetlighting, localized landscaping, and stormwater facilities. The CFD was formed with the parcels encompassing the planned Contra Costa Logistics Center located north of Main Street and East of Bridgehead Road as the boundaries of the CFD. 201
679
Fiscal Year
2024/25
Special Revenue Funds
Community Facilities District Funds
Community Facilities District # 2022-2 – Fund 433 Reclamation District 799: The City of Oakley formed Community Facilities District No 2022-2 in November of 2022. The CFD was created to provide a financing mechanism to fund the maintenance, including servicing, repair, and replacement of City infrastructure such as regional parks, community parks, neighborhood parks, streetlighting, landscaping, neighborhood parks, and stormwater facilities, and Reclamation District 799 (“RD 799”) infrastructure such as levees, drainage pump stations, and other storm drainage improvements. The CFD was formed with the Summer Lake North development, located north of East Cypress Road, east of Bethel Island Road, and south and west of Sandmound Boulevard, as the boundaries of the CFD. All revenues received, excluding administrative costs, are paid to the reclamation district.
202
680
Fiscal Year
2024/25
Special Revenue Funds
Community Facilities District Funds
203
681
Fiscal Year
2024/25
Special Revenue Funds
Community Facilities District Funds
Fund - 110 2020/21 2021/22 2022/23 2023/24 2024/25
CFD#1 Cypress Grove Actual Actual Actual Projected Proposed Assessments $ 331,380 $ 338,006 $ 344,769 $ 351,669 $ 358,702 Interest 15,578 4,788 51,535 5,000 5,000
Unrealized Gain/(Losses) (15,493) (51,846) 12,348
Contributions - 6,366 - - -
Operating Transfers 24,564 25,501 - - -
Total Revenues $ 356,029 $ 322,815 $ 408,652 $ 356,669 $ 363,702 Services $ 67,836 $ 75,539 $ 87,175 $ 122,994 $ 158,689 Supplies 72,490 134,370 120,003 227,940 190,244
Capital Outlay - 213,182 190,159 1,513,964 -
Operating Transfers - - - - 10,866
Total Expenditures $ 140,326 $ 423,091 $ 397,337 $ 1,864,898 $ 359,799 Unassigned Asset Replacement - - - 100,000 100,000
Total CFD#1 Cypress Grove $ 140,326 $ 423,091 $ 397,337 $ 1,964,898 $ 459,799 204
682
Fiscal Year
2024/25
Special Revenue Funds
Community Facilities District Funds
Fund - 134 2020/21 2021/22 2022/23 2023/24 2024/25
CC Logistic Center (CFD 2020-1) Actual Actual Actual Projected Proposed Assessments $ - $ 22,333 $ 38,429 $ 38,443 $ 42,645
Interest - 30 749 - -
Operating Transfers - - - - -
Total Revenues $ - $ 22,363 $ 39,178 $ 38,443 $ 42,645
Services $ - $ 3,500 $ 7,500 $ 40,117 $ 40,657
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ - $ 3,500 $ 7,500 $ 40,117 $ 40,657 Unassigned Asset Replacement - - - 5,562 12,786
Total CC Logistic Center $ - $ 3,500 $ 7,500 $ 45,679 $ 53,443 205
683
Fiscal Year
2024/25
Special Revenue Funds
Community Facilities District Funds
Fund - 232 2020/21 2021/22 2022/23 2023/24 2024/25
Regional Park Fund Actual Actual Actual Projected Proposed Assessments $ 167,199 $ 261,437 $ 312,564 $ 327,000 $ 368,901 Rents and Concessions 20,472 23,200 22,650 21,000 -
Operating Transfers - - - - -
Total Revenues $ 187,671 $ 284,637 $ 335,214 $ 348,000 $ 368,901 Services $ 3,778 $ 7,699 $ 4,894 $ 3,210 $ 2,136
Supplies - - - - -
Capital Outlay 38,685 46,500 7,415 17,924 -
Operating Transfers - - - - -
Total Expenditures $ 42,463 $ 54,199 $ 12,309 $ 21,134 $ 2,136 Unassigned Asset Replacement - - - - -
TotalRegional Park Fund $ 42,463 $ 54,199 $ 12,309 $ 21,134 $ 2,136 206
684
Fiscal Year
2024/25
Special Revenue Funds
Community Facilities District Funds
Fund - 403 2020/21 2021/22 2022/23 2023/24 2024/25
CFD- Stormwater(Citywide) Actual Actual Actual Projected Proposed Assessments $ 4,181 $ 9,653 $ 13,790 $ 14,101 $ 30,361
Interest 246 18 375 - -
Operating Transfers - - - - -
Total Revenues $ 4,428 $ 9,671 $ 14,165 $ 14,101 $ 30,361 Services $ 1,231 $ 2,059 $ 1,785 $ 1,820 $ 616
Supplies 4,283 - - - 2,232
Capital Outlay - - - - -
Operating Transfers - - - - 1,844
Total Expenditures $ 5,515 $ 2,059 $ 1,785 $ 1,820 $ 4,691 Unassigned Asset Replacement - - - 5,201 8,895
Total Stormwater(Citywide) $ 5,515 $ 2,059 $ 1,785 $ 7,021 $ 13,586 207
685
Fiscal Year
2024/25
Special Revenue Funds
Community Facilities District Funds
Fund - 404 2020/21 2021/22 2022/23 2023/24 2024/25
CFD- Fire Protection Actual Actual Actual Projected Proposed Assessments $ 65,009 $ 245,944 $ 305,536 $ 300,000 $ 305,605 Interest 64 71 1,576 - -
Operating Transfers - - - - -
Total Revenues $ 65,073 $ 246,015 $ 307,112 $ 300,000 $ 305,605 Services $ 76,521 $ 245,945 $ 307,144 $ 248,256 $ 305,605 Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 76,521 $ 245,945 $ 307,144 $ 248,256 $ 305,605 Unassigned Asset Replacement - - - - -
Total Fire Protection $ 76,521 $ 245,945 $ 307,144 $ 248,256 $ 305,605 208
686
Fiscal Year
2024/25
Special Revenue Funds
Community Facilities District Funds
Fund - 405 2020/21 2021/22 2022/23 2023/24 2024/25
Emerson Ranch Prks/Light Actual Actual Actual Projected Proposed Assessments $ 185,550 $ 191,119 $ 225,095 $ 225,095 $ 256,837 Interest 3,362 1,349 16,128 500 500
Operating Transfers - - - - -
Total Revenues $ 188,911 $ 192,468 $ 241,223 $ 225,595 $ 257,337 Services $ 95,862 $ 141,851 $ 149,306 $ 225,595 $ 243,937 Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 95,862 $ 141,851 $ 149,306 $ 225,595 $ 243,937 Unassigned Asset Replacement - - - 100,000 100,000
Total Emerson Ranch Prk/Lgt $ 95,862 $ 141,851 $ 149,306 $ 325,595 $ 343,937 209
687
Fiscal Year
2024/25
Special Revenue Funds
Community Facilities District Funds
Fund - 406 2020/21 2021/22 2022/23 2023/24 2024/25
Emerson Ranch Neighborhood Actual Actual Actual Projected Proposed Assessments $ 177,992 $ 183,334 $ 215,926 $ 215,927 $ 246,376 Interest 2,789 1,150 13,642 500 500
Operating Transfers - - - - -
Total Revenues $ 180,781 $ 184,484 $ 229,568 $ 216,427 $ 246,876 Services $ 96,005 $ 136,394 $ 180,366 $ 216,427 $ 239,575 Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 96,005 $ 136,394 $ 180,366 $ 216,427 $ 239,575 Unassigned Asset Replacement - - - 100,000 100,000
Total Emerson Ranch Neigh. $ 96,005 $ 136,394 $ 180,366 $ 316,427 $ 339,575 210
688
Fiscal Year
2024/25
Special Revenue Funds
Community Facilities District Funds
Fund - 407 2020/21 2021/22 2022/23 2023/24 2024/25
Emerson Ranch Storm Actual Actual Actual Projected Proposed Assessments $ 259,089 $ 266,864 $ 314,306 $ 314,305 $ 358,627 Interest 4,398 1,737 19,966 1,000 1,000
Operating Transfers - - - - -
Total Revenues $ 263,487 $ 268,601 $ 334,271 $ 315,305 $ 359,627 Services $ 121,809 $ 254,325 $ 258,947 $ 385,305 $ 347,129 Supplies - - - - -
Capital Outlay - - 40,285 - -
Operating Transfers - - - - 7,477
Total Expenditures $ 121,809 $ 254,325 $ 299,232 $ 385,305 $ 354,606 Unassigned Asset Replacement - - - 30,000 100,000
Total Emerson Ranch Storm $ 121,809 $ 254,325 $ 299,232 $ 415,305 $ 454,606 211
689
Fiscal Year
2024/25
Special Revenue Funds
Community Facilities District Funds
Fund - 408 2020/21 2021/22 2022/23 2023/24 2024/25
ZN1-Prescott-Nbhd Prk & LD Actual Actual Actual Projected Proposed Assessments $ 26,005 $ 20,345 $ 21,362 $ 21,362 $ 23,103 Interest 143 59 708 100 100
Operating Transfers - - - - -
Total Revenues $ 26,147 $ 20,404 $ 22,070 $ 21,462 $ 23,203 Services $ 16,167 $ 17,671 $ 17,520 $ 29,261 $ 22,890
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 16,167 $ 17,671 $ 17,520 $ 29,261 $ 22,890 Unassigned Asset Replacement - - - - 7,276
Total ZN1-Prescott $ 16,167 $ 17,671 $ 17,520 $ 29,261 $ 30,166 212
690
Fiscal Year
2024/25
Special Revenue Funds
Community Facilities District Funds
Fund - 408 2020/21 2021/22 2022/23 2023/24 2024/25
ZN1-Prescott-Nbhd Prk & LD Actual Actual Actual Projected Proposed Assessments $ 26,005 $ 20,345 $ 21,362 $ 21,362 $ 23,103 Interest 143 59 708 100 100
Operating Transfers - - - - -
Total Revenues $ 26,147 $ 20,404 $ 22,070 $ 21,462 $ 23,203 Services $ 16,167 $ 17,671 $ 17,520 $ 29,261 $ 22,890
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 16,167 $ 17,671 $ 17,520 $ 29,261 $ 22,890 Unassigned Asset Replacement - - - - 7,276
Total ZN1-Prescott $ 16,167 $ 17,671 $ 17,520 $ 29,261 $ 30,166 Fund - 409 2020/21 2021/22 2022/23 2023/24 2024/25
ZN1-Prescott-Stormwater Actual Actual Actual Projected Proposed Assessments $ 24,564 $ 25,299 $ 23,978 $ 26,566 $ 28,731 Interest 331 135 1,659 100 100
Operating Transfers - - - - -
Total Revenues $ 24,895 $ 25,433 $ 25,637 $ 26,666 $ 28,831 Services $ 1,336 $ 7,176 $ 8,160 $ 25,399 $ 27,467
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers 24,564 25,501 - - 889
Total Expenditures $ 25,900 $ 32,677 $ 8,160 $ 25,399 $ 28,356 Unassigned Asset Replacement - - - 17,617 21,520
Total ZN1-Prescott Storm. $ 25,900 $ 32,677 $ 8,160 $ 43,016 $ 49,876 213
691
Fiscal Year
2024/25
Special Revenue Funds
Community Facilities District Funds
Fund - 410 2020/21 2021/22 2022/23 2023/24 2024/25
ZN2-Doyle RD Actual Actual Actual Projected Proposed
Assessments $ (340) $ 922 $ 969 $ 1,009 $ 1,336
Interest 10 2 10 - -
Operating Transfers - - - - -
Total Revenues $ (330) $ 924 $ 979 $ 1,009 $ 1,336
Services $ 1,212 $ 1,572 $ 1,556 $ 1,427 $ 1,321
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 1,212 $ 1,572 $ 1,556 $ 1,427 $ 1,321 Unassigned Asset Replacement - - - 118 61
Total ZN2-Doyle RD $ 1,212 $ 1,572 $ 1,556 $ 1,545 $ 1,382 214
692
Fiscal Year
2024/25
Special Revenue Funds
Community Facilities District Funds
Fund - 411 2020/21 2021/22 2022/23 2023/24 2024/25
ZN3-Bella Estates Actual Actual Actual Projected Proposed Assessments $ 531 $ 1,048 $ 1,429 $ 1,429 $ 1,546
Interest 4 - - - -
Operating Transfers - - - - -
Total Revenues $ 535 $ 1,048 $ 1,429 $ 1,429 $ 1,546
Services $ 1,211 $ 1,572 $ 1,557 $ 1,005 $ 1,531
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 1,211 $ 1,572 $ 1,557 $ 1,005 $ 1,531 Unassigned Asset Replacement - - - - 7
Total ZN3-Bella Estates $ 1,211 $ 1,572 $ 1,557 $ 1,005 $ 1,538 215
693
Fiscal Year
2024/25
Special Revenue Funds
Community Facilities District Funds
Fund - 412 2020/21 2021/22 2022/23 2023/24 2024/25
ZN4-Quicksilver Actual Actual Actual Projected Proposed Assessments $ (1,263) $ 1,047 $ 1,099 $ 1,099 $ 1,189
Interest 13 2 2 - -
Operating Transfers - - - - -
Total Revenues $ (1,249) $ 1,049 $ 1,101 $ 1,099 $ 1,189 Services $ 1,902 $ 2,272 $ 2,257 $ 1,105 $ 823
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 1,902 $ 2,272 $ 2,257 $ 1,105 $ 823 Unassigned Asset Replacement - - - - -
Total ZN4-Quicksilver $ 1,902 $ 2,272 $ 2,257 $ 1,105 $ 823 216
694
Fiscal Year
2024/25
Special Revenue Funds
Community Facilities District Funds
Fund - 413 2020/21 2021/22 2022/23 2023/24 2024/25
ZN5-7 Eleven/Self Storage Actual Actual Actual Projected Proposed Assessments $ 771 $ 1,272 $ 1,335 $ 1,335 $ 1,444
Interest 17 4 26 - -
Operating Transfers - - - - -
Total Revenues $ 788 $ 1,275 $ 1,361 $ 1,335 $ 1,444
Services $ 1,903 $ 2,272 $ 2,257 $ 1,667 $ 1,374
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 1,903 $ 2,272 $ 2,257 $ 1,667 $ 1,374 Unassigned Asset Replacement - - - - 174
Total ZN5-7Eleven/Self Stor. $ 1,903 $ 2,272 $ 2,257 $ 1,667 $ 1,548 217
695
Fiscal Year
2024/25
Special Revenue Funds
Community Facilities District Funds
Fund - 414 2020/21 2021/22 2022/23 2023/24 2024/25
ZN6-Aspen Place Actual Actual Actual Projected Proposed Assessments $ 9,763 $ 7,422 $ 7,793 $ 7,793 $ 8,428
Interest 73 22 214 - 214
Operating Transfers - - - - -
Total Revenues $ 9,836 $ 7,444 $ 8,007 $ 7,793 $ 8,642
Services $ 9,023 $ 9,080 $ 9,190 $ 10,932 $ 8,506
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 9,023 $ 9,080 $ 9,190 $ 10,932 $ 8,506 Unassigned Asset Replacement - - - 1,032 1,824
Total ZN6-Aspen Place $ 9,023 $ 9,080 $ 9,190 $ 11,964 $ 10,330 218
696
Fiscal Year
2024/25
Special Revenue Funds
Community Facilities District Funds
Fund - 415 2020/21 2021/22 2022/23 2023/24 2024/25
ZN7-Aspen Lane Actual Actual Actual Projected Proposed
Assessments $ 15,328 $ 12,320 $ 12,936 $ 12,936 $ 13,991 Interest 123 53 646 - 646
Operating Transfers - - - - -
Total Revenues $ 15,450 $ 12,373 $ 13,582 $ 12,936 $ 14,637 Services $ 8,888 $ 8,404 $ 9,085 $ 12,936 $ 14,504
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 8,888 $ 8,404 $ 9,085 $ 12,936 $ 14,504 Unassigned Asset Replacement - - - 7,182 8,519
Total ZN7-Aspen Lane $ 8,888 $ 8,404 $ 9,085 $ 20,118 $ 23,023 219
697
Fiscal Year
2024/25
Special Revenue Funds
Community Facilities District Funds
Fund - 416 2020/21 2021/22 2022/23 2023/24 2024/25
ZN8-Duarte Ranch Nbhd Prk Actual Actual Actual Projected Proposed Assessments $ 60,346 $ 62,640 $ 65,772 $ 65,773 $ 71,133 Interest 374 116 1,073 100 100
Operating Transfers - - - - -
Total Revenues $ 60,720 $ 62,756 $ 66,845 $ 65,873 $ 71,233 Services $ 63,040 $ 73,049 $ 73,946 $ 71,555 $ 70,706
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 63,040 $ 73,049 $ 73,946 $ 71,555 $ 70,706 Unassigned Asset Replacement - - - 11,326 11,745
Total ZN8-Duarte Ranch Neigh $ 63,040 $ 73,049 $ 73,946 $ 82,881 $ 82,451 220
698
Fiscal Year
2024/25
Special Revenue Funds
Community Facilities District Funds
Fund - 417 2020/21 2021/22 2022/23 2023/24 2024/25
ZN8-Duarte Ranch Storm Actual Actual Actual Projected Proposed Assessments $ 21,414 $ 22,054 $ 23,158 $ 23,159 $ 25,047 Interest 427 168 1,827 100 100
Operating Transfers - - - - -
Total Revenues $ 21,841 $ 22,222 $ 24,985 $ 23,259 $ 25,147 Services $ 14,323 $ 20,398 $ 23,446 $ 18,015 $ 22,440
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - 2,493
Total Expenditures $ 14,323 $ 20,398 $ 23,446 $ 18,015 $ 24,932 Unassigned Asset Replacement - - - 21,063 23,482
Total ZN8-Duarte Ranch Stor. $ 14,323 $ 20,398 $ 23,446 $ 39,078 $ 48,414 221
699
Fiscal Year
2024/25
Special Revenue Funds
Community Facilities District Funds
Fund - 418 2020/21 2021/22 2022/23 2023/24 2024/25
ZN10-Nature Properties Actual Actual Actual Projected Proposed Assessments $ 4,946 $ 5,095 $ 5,349 $ 5,349 $ 5,785
Interest 54 22 265 - 265
Operating Transfers - - - - -
Total Revenues $ 5,001 $ 5,117 $ 5,614 $ 5,349 $ 6,050
Services $ 3,684 $ 4,078 $ 4,063 $ 5,349 $ 5,836
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 3,684 $ 4,078 $ 4,063 $ 5,349 $ 5,836 Unassigned Asset Replacement - - - 3,281 3,455
Total ZN10-Nature Prop. $ 3,684 $ 4,078 $ 4,063 $ 8,631 $ 9,291 222
700
Fiscal Year
2024/25
Special Revenue Funds
Community Facilities District Funds
Fund - 419 2020/21 2021/22 2022/23 2023/24 2024/25
ZN12-Chevron Laurel/O'Hara Actual Actual Actual Projected Proposed Assessments $ 2,794 $ 2,878 $ 3,021 $ 3,021 $ 3,268
Interest 31 13 152 - -
Operating Transfers - - - - -
Total Revenues $ 2,824 $ 2,890 $ 3,174 $ 3,021 $ 3,268
Services $ 1,906 $ 2,275 $ 2,259 $ 3,021 $ 3,185
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 1,906 $ 2,275 $ 2,259 $ 3,021 $ 3,185 -
Unassigned Asset Replacement - - 1,693 1,961
Total ZN12-Chevron $ 1,906 $ 2,275 $ 2,259 $ 4,714 $ 5,146 223
701
Fiscal Year
2024/25
Special Revenue Funds
Community Facilities District Funds
Fund - 421 2020/21 2021/22 2022/23 2023/24 2024/25
ZN14-Gilbert Property Nbhd Actual Actual Actual Projected Proposed Assessments $ 321,942 $ 434,529 $ 549,558 $ 549,560 $ 592,860 Interest 1,580 804 9,236 300 500
Operating Transfers - - - - -
Total Revenues $ 323,523 $ 435,333 $ 558,794 $ 549,860 $ 593,360 Services $ 179,997 $ 332,415 $ 526,396 $ 547,488 $ 575,642 Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 179,997 $ 332,415 $ 526,396 $ 547,488 $ 575,642 Unassigned Asset Replacement - - - 87,774 100,000
Total ZN14-Gilbert Property $ 179,997 $ 332,415 $ 526,396 $ 635,262 $ 675,642 224
702
Fiscal Year
2024/25
Special Revenue Funds
Community Facilities District Funds
Fund - 422 2020/21 2021/22 2022/23 2023/24 2024/25
ZN14-Gilbert Property Storm Actual Actual Actual Projected Proposed Assessments $ 129,541 $ 241,889 $ 306,214 $ 306,223 $ 330,350 Interest 233 314 4,966 100 100
Operating Transfers - - - - -
Total Revenues $ 129,774 $ 242,204 $ 311,180 $ 306,323 $ 330,450 Services $ 37,758 $ 173,349 $ 217,685 $ 300,741 $ 323,250 Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - 4,069
Total Expenditures $ 37,758 $ 173,349 $ 217,685 $ 300,741 $ 327,319 Unassigned Asset Replacement - - - 56,806 72,561
Total ZN14-Gilbert Property $ 37,758 $ 173,349 $ 217,685 $ 357,547 $ 399,880 225
703
Fiscal Year
2024/25
Special Revenue Funds
Community Facilities District Funds
Fund - 430 2020/21 2021/22 2022/23 2023/24 2024/25
ZN29-Vintner View Actual Actual Actual Projected Proposed Assessments $ - $ - $ 4,876 $ 4,879 $ 5,273
Interest - - 47 - -
Operating Transfers - - (49) - -
Total Revenues $ - $ - $ 4,873 $ 4,879 $ 5,273
Services $ - $ - $ 1,007 $ 927 $ 5,273
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ - $ - $ 1,007 $ 927 $ 5,273
Unassigned Asset Replacement - - - 967 2,015
Total ZN29-Vintner View $ - $ - $ 1,007 $ 1,894 $ 7,288 226
704
Fiscal Year
2024/25
Special Revenue Funds
Community Facilities District Funds
Fund - 433 2020/21 2021/22 2022/23 2023/24 2024/25
Reclamation District-799 Actual Actual Actual Projected Proposed Assessments $ - $ - $ - $ 233,112 $ 436,556
Interest - - - - -
Operating Transfers - - - - -
Total Revenues $ - $ - $ - $ 233,112 $ 436,556
Services $ - $ - $ - $ 233,112 $ 436,556
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ - $ - $ - $ 233,112 $ 436,556
Unassigned Asset Replacement - - -
Total Reclamation Dist. $ - $ - $ - $ 233,112 $ 436,556 227
705
Fiscal Year
2024/25
Special Revenue Funds
Community Facilities District Funds
Fund - 434 2020/21 2021/22 2022/23 2023/24 2024/25
ZN31-Brownstone Actual Actual Actual Projected Proposed Assessments $ - $ - $ - $ 5,818 $ 10,896
Interest - - - - -
Operating Transfers - - - - -
Total Revenues $ - $ - $ - $ 5,818 $ 10,896
Services $ - $ - $ - $ - $ 655
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ - $ - $ - $ - $ 655
Unassigned Asset Replacement - - - - 2,640
Total ZN31-Brownstone $ - $ - $ - $ - $ 3,295
228
706
Fiscal Year
2024/25
Special Revenue Funds
Community Facilities District Funds
Fund - 435 2020/21 2021/22 2022/23 2023/24 2024/25
ZN32-Honey Creekside Actual Actual Actual Projected Proposed Assessments $ - $ - $ - $ - $ 16,952
Interest - - - - -
Operating Transfers - - - - -
Total Revenues $ - $ - $ - $ - $ 16,952
Services $ - $ - $ - $ - $ 774
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ - $ - $ - $ - $ 774
Unassigned Asset Replacement - - - -
Total ZN32-Honey Creekside $ - $ - $ - $ - $ 774 -
229
707
Fiscal Year
2024/25
Special Revenue Funds
Community Facilities District Funds
Fund - 436 2020/21 2021/22 2022/23 2023/24 2024/25
ZN33-McDonalds&QuickQuack Actual Actual Actual Projected Proposed Assessments $ - $ - $ - $ - $ 3,780
Interest - - - -
Operating Transfers - - - -
Total Revenues $ - $ - $ - $ - $ 3,780
Services $ - $ - $ - $ - $ 517
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ - $ - $ - $ - $ 517
Unassigned Asset Replacement - - - -
Total ZN33-McDon.&QuickQ. $ - $ - $ - $ - $ 517 -
230
708
Fiscal Year
2024/25
Special Revenue Funds
Community Facilities District Funds
Fund - 437 2020/21 2021/22 2022/23 2023/24 2024/25
ZN34-Machado Lane Actual Actual Actual Projected Proposed Assessments $ - $ - $ - $ - $ 71,227
Interest - - - - -
Operating Transfers - - - - -
Total Revenues $ - $ - $ - $ - $ 71,227
Services $ - $ - $ - $ - $ 1,832
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ - $ - $ - $ - $ 1,832
Unassigned Asset Replacement - - - -
Total ZN34-MachadoLane $ - $ - $ - $ - $ 1,832 -
231
709
Fiscal Year
2024/25
Special Revenue Funds
Community Facilities District Funds
Fund - 438 2020/21 2021/22 2022/23 2023/24 2024/25
ZN35-Sellers Avenue Actual Actual Actual Projected Proposed Assessments $ - $ - $ - $ - $ 6,143
Interest - - - - -
Operating Transfers - - - - -
Total Revenues $ - $ - $ - $ - $ 6,143
Services $ - $ - $ - $ - $ 562
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ - $ - $ - $ - $ 562
Unassigned Asset Replacement - - - -
Total ZN35-Sellers Avenue $ - $ - $ - $ - $ 562 -
232
710
Fiscal Year
2024/25 Debt Service Fund
Debt Service Funds are where we account for the principal, interest, and administrative costs associated with the City’s debt.
The Finance Division ensures the City complies with financial reporting requirements and interfaces with contracted administrators, trustees, bond counsel, rating agencies and other in meeting the agency’s bond covenants.
The City contracts with NBS Financial as its dissemination agent and U.S. Bank as the trustee and fiscal agent.
The City currently has one debt outstanding:
• On December 1, 2016, the Oakley Public Financing Authority issued the 2016 Lease Revenue Bonds in the principal amount of $10,025,000 to: (i) refinance the outstanding 2006 Certificates of Participation together with related lease payment obligations, (ii) obtain additional funds to finance the construction of a community center and related facilities (the “2016 Project”), (iii) pay the premium of a debt service reserve policy for the Bonds and (iv) pay the costs of issuing the Bonds, including the premium for the Policy. Principal is payable annually and the interest is payable semi-annually through 2041. The 2006 Certificates of Participation were called on January 14, 2017.
Debt Listing
Remainnig Debt Service
Fiscal Year
2024-25
2025-26
2026-27
2027-28
2028-29
2030-41
Totals
Principal Interest Total Debt Service
$ 5,610,000 $ 1,568,506 $ 7,178,506
380,000 295,369 675,369
395,000 280,169 675,169
2016 Lease Revenue Bonds Recreation Center $10,025,000
$ 7,570,000 $ 2,973,263 $ 10,543,263
405,000 267,825 672,825
420,000 251,625 671,625
$ 360,000 $ 309,769 $ 669,769
233
711
Fiscal Year
2024/25 Debt Service Fund
Fund - 351 2020/21 2021/22 2022/23 2023/24 2024/25
2016 Lease Revenue Bonds Actual Actual Actual Projected Proposed Operating Transfers $ 673,570 $ 671,370 $ 666,769 $ 676,779 $ 676,905 Interest 704 419 4,918 - -
Unrealized Gain/(Losses) - (4,398) 2,421 - -
Total Revenues $ 674,274 $ 667,391 $ 674,107 $ 676,779 $ 676,905 Principal $ 305,000 $ 315,000 $ 330,000 $ 345,000 $ 360,000 Interest 361,569 349,369 336,769 323,569 309,769
Adminsitration 6,656 7,301 7,853 8,210 7,136
Capital Projects - - - 35,000 -
Total Expenditures $ 673,225 $ 671,670 $ 674,622 $ 711,779 $ 676,905 Total Debt Service $ 673,225 $ 671,670 $ 674,622 $ 711,779 $ 676,905 234
712
Fiscal Year
2024/25 Internal Service Funds
The City’s Internal Service Funds are used to establish reserves for equipment replacement, vehicle maintenance and replacement, and for capital facilities maintenance and replacement.
Fleet Internal Service Fund – Fund 501: Charges departments for their share of the costs related to the maintenance and replacement of their respective vehicles. In the fiscal year 2024/25 budget expenditures include the replacement and upfitting of four vehicles. These include two patrol vehicles, one detective vehicle, and one maintenance vehicle.
Capital Facilities Maintenance and Replacement Fund – Fund 502: depends on transfers from the General Fund to maintain and replace any facility needs. This has typically been budgeted for in the Capital Improvement Plan. It is planned to change this to an internal service fund in the current fiscal year and begin to charge departments their share of related costs. There are no planned expenditures in this budget year.
Technology Internal Service Fund – Fund 503: Charges departments for their share of the costs related to the maintenance, replacement, and services for all IT functions. All expenditures for IT have been moved to fund 503 including employee expenses, both in house and contract. Many of these expenditures were moved out of department budgets and non-departmental budgets in order to better account for all IT related expenditures in a single place. In fiscal year 2024/25 revenues will move from a general fund transfer line item to an Internal Service Charge-IT line item.
235
713
Fiscal Year
2024/25 Internal Service Funds
Fund - 501 2020/21 2021/22 2022/23 2023/24 2024/25
Fleet Internal Sevice Actual Actual Actual Projected Proposed Internal Service Charges- Fleet $ - $ 346,081 $ 361,779 $ 682,176 $ 750,704 Interest 6,356 1,848 18,872 - 10,000
Unrealized Gain/(Losses) (9,306) (20,028) 5,739 - -
Sale of Equipment 7,475 16,205 2,020 15,000 -
Contributions 10,743 - 231,922 - -
Miscllaneous revenue 2,024 - - - -
Operating Transfers 290,000
Total Revenues $ 307,292 $ 344,106 $ 620,332 $ 697,176 $ 760,704 Personnel Services $ - $ 1,973 $ 32,433 $ 33,800 $ 86,278 Services 648 31,426 131,672 203,070 175,534
Supplies - - 14,054 25,000 25,000
Capital Outlay 323,674 249,084 207,697 502,500 366,000
Total Fleet Internal Sevice $ 324,322 $ 282,484 $ 385,856 $ 764,370 $ 652,812 - - - -
236
714
Fiscal Year
2024/25 Internal Service Funds
2021/22
pit
Fund - 502 2020/21 2022/23 2024/25
Ca
2023/24
a cilitie Mas l Fa int. & Repla. Actual Actual
f
-
zed G
$ 612,609
14,244
eali
$ -
Proposed
$ 1,000
(Los
l
Per Servi
Actual
-
ain/ (1,635)
Oper rans $
nue
793
$
Interest
-
-
)
Projected
(9,323)
ve s
1,000
475,000
466,469
ces
Services
$
721
ers
1,189
$ 136,189
sonnel
784
ses -
Tota Re
Unr
ating T $ 135,000 $ 600,000 $
- 420,638
Supplies
710
Capital Outlay
-
245,436 466,908
-
776
- -
534
-
-
Total Capital Facilities M&R. $ 721 $ $ 246,220 467,684 $ 421,348 $ 534 237
715
Fiscal Year
2024/25 Internal Service Funds
Actual
(2,922)
-
4,108 -
$
-
Actual
2021/22
Actual
$ -
Interest
Unrealized Gain/(Losses) -
500
(605) -
2023/24
$
2022/23
$ - -
2020/21
$ 771,350
Projected
Fund - 503 2024/25
Proposed
-
Technology
Contributions -
Internal Service Charges- IT
210,089
269
367,436
-
160,000
Total Revenues
-
Operating Transfers
$
- 190,000 -
352,447
206,000
$ -
-
Capital Outlay 101,935
Total Technology
$
173,384 $
$
4,100
325,043
561,950
$ 702,088
$
190,000
$
$ - $
-
315,582
$ 182,984
101,935 771,350
268,684
Services
Total Internal Service
-
$ $
-
$
$
771,850
173,384
190,000
Supplies
955,475
-
-
$
-
-
190,000
$
$
$ $
-
1,375,718
Personnel Services -
-
1,424,696
-
-
238
716
Fiscal Year
2024/25 Agency Funds
The Agency Funds included below contain the principal, interest, and administrative costs associated with debt issued by City Assessment Districts. All of these costs are supported by special assessments. Neither the faith and credit nor the general taxing power of the City of Oakley have been pledged to the payment of the Bonds. They are secured only by the assessments and therefore do not rely on the City’s General Fund. 2004-1 Assessment District Bond: Originally issued to acquire infrastructure in the Cypress Grove and Live Oak Ranch areas of the City. In 2012 the 2004 bonds were refunded by the refunding revenue bond series 2012 in the principal amount of $14,775,000. In 2021 the bonds were refunded by refunding revenue bond series 2021 in the principal amount of $10,496,000. The 2021 Bonds are secured only by revenues received as payment of assessments levied against property within district 2004-1.
2006-1 Assessment District Bond: Originally issued to acquire infrastructure in the Magnolia Park and Riata areas of the City. In 2014 the 2006 bonds were refunded by the refunding revenue bond series 2014 in the principal amount of $9,070,000. The 2014 Bonds are secured only by revenues received as payment of assessments levied against property within district 2006-1.
Debt Listing
Remainnig Debt Service
Fiscal Year Principal Interest Total Debt Service
2024-25
2025-26
2026-27
2027-28
2028-29
Other Years
Totals
$ 4,716,841
$ 8,374,000 $ 839,066 $ 9,213,066
$ 4,488,000 $ 228,841
791,000 107,475 898,475
803,000 92,412 895,412
2004-1 Assessment District Debt
778,000 122,302
Cypress Grove/Live Oak $10,496,000
763,000 136,864 899,864
$ 751,000 $ 151,172 $ 902,172
900,302
239
717
Fiscal Year
2024/25 Agency Funds
Fund - 621 2020/21 2021/22 2022/23 2023/24 2024/25
2004-1 Assessment District Debt Actual Actual Actual Projected Proposed Special Assessments $ 1,194,985 $ 1,189,803 $ 1,194,391 $ 1,166,889 $ 1,123,125 Interest 17,657 2,838 29,492 1,000 -
Unrealized Gain/(Losses) - (23,433) 1,930 - -
Bond Sale - 10,496,000 - - -
Total Revenues $ 1,212,642 $ 11,665,209 $ 1,225,813 $ 1,167,889 $ 1,123,125 Principal $ 545,000 $ 689,000 $ 700,000 $ 733,000 $ 751,000 Interest 521,959 138,528 201,293 165,195 151,172
Adminsitration 24,639 22,322 31,631 28,435 30,343
Operating Transfers 62,773 92,444 - - 231,481
Bond Premium - 145,552 - - -
Bond Redemption - 11,417,507 - - -
Total Expenditures $ 1,154,371 $ 12,505,353 $ 932,925 $ 926,630 $ 1,163,996 240
718
Fiscal Year
2024/25 Agency Funds
Debt Listing
Remainnig Debt Service
Fiscal Year Principal Interest Total Debt Service
2024-25
2025-26
2026-27
2027-28
2028-29
Other Years
Totals $ 6,115,000 $ 2,060,906 $ 8,175,906
2006-1 Assessment District Debt
$ 4,130,000 $ 879,500 $ 5,009,500
405,000 225,025 630,025
415,000 212,725 627,725
390,000 247,219 637,219
400,000 236,600 636,600
Magnolia Park/Riata $9,070,000
$ 375,000 $ 259,838 $ 634,838
Fund - 622 2020/21 2021/22 2022/23 2023/24 2024/25
2006-1 Assessment District Debt Actual Actual Actual Projected Proposed Special Assessments $ 760,430 $ 759,160 $ 761,164 $ 745,740 $ 744,381 Interest 10,402 1,304 25,111 1,000 -
Unrealized Gain/(Losses) - (13,268) 1,492 - - .
Total Revenues $ 770,832 $ 747,196 $ 787,768 $ 746,740 $ 744,381 Principal $ 320,000 $ 330,000 $ 345,000 $ 360,000 $ 375,000 Interest 308,238 298,275 286,875 274,088 259,838
Adminsitration 13,634 13,990 16,374 15,543 16,268
Operating Transfers 125,170 123,423 - - 93,275
Total Expenditures $ 767,042 $ 765,688 $ 648,249 $ 649,631 $ 744,381 241
719
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242
720
Fiscal Year
2024/25 Successor Agency Housing Fund
The City is the Successor Housing Agency to the now dissolved Oakley Redevelopment Agency and the City Successor Housing Assets Fund is used to account for all related City Housing activity.
Funding is provided by the repayment of housing loans. Most housing loans are repayable from affordable housing developers when the project’s rents meet certain hard thresholds and produce what are called “residual receipts” (amounts more than the thresholds). The City has one project which currently is forwarding residual receipts payments in accordance with its loan. A portion of the receipts are retained in the Successor Housing Assets Fund, and a portion is deposited in the Successor Agency to the Oakley Redevelopment Agency’s Operating Fund, each receiving a share in proportion to their contribution to the original amount loaned. Program costs are currently limited to staff and internal administrative support costs for the program. Proceeds in any year that are not utilized for program costs are used to pay prior Redevelopment Agency obligations for Impact Fees on affordable housing projects.
The Traffic Impact Fees Fund, Park Impact Fees Fund, and Public Facilities Impact Fees Fund agreed to accept deferred payment of impact fees by the former Redevelopment Agency to assist with the Courtyards at Cypress Grove affordable housing project. Although no cash was advanced, these obligations were recorded as advances to the former Redevelopment Agency. The City’s Successor Agency Housing Asset Special Revenue Fund, as Housing Successor to the former Redevelopment Agency’s housing activities, assumed the obligation to repay the advances, which will be repaid from future loan collections. The advances bear interest at the City’s annual pooled investment rate. 243
721
Fiscal Year
2024/25 Successor Agency Housing Fund
Fund - 767 2020/21 2021/22 2022/23 2023/24 2024/25
Successor Housing Assets Actual Actual Actual Projected Proposed Interest 4,116 $ 25,972 13,502 - -
Unrealized Gain/(Losses) - (75,237) 75,237 - -
Loan Repayment-Principal 1,494 96,041 1,819 10,000 10,000 Total Revenues $ 5,610 $ 46,776 $ 90,558 $ 10,000 $ 10,000 Services $ 2,674 $ 2,902 $ 3,233 $ - $ -
Interest 5,821 4,341 25,485 10,000 20,000
Total Expenditures $ 8,495 $ 7,243 $ 28,718 $ 10,000 $ 20,000 $ $ $ $
244
722
245
723
246
724
247
725
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248
726
Fiscal Year
2024/25 Contracts Analysis
Contractor Services
Contra Costa County Sheriff Dispatch General Fund – Taxes $650,000 Forensics and Other Support Services Annual State COPS Grant (Supplemental Law Enforcement Services Funds) $95,000 Total Contract $745,000
County Animal Services Animal Control General Fund-Taxes $491,325 Sable Computers Inc DBA KIS Information Services Internal Service Charges $160,000 Total Contract $160,000
Dean Hurney Inspection Services Plan Check/ ADA General Fund – Permit Fees $25,000 TRB & Associates Plan Check General Fund – Permit Fees $10,000 DC Electric Signal Maintenance Gas Tax $78,000
Street Light Maintenance Assessment Districts $25,000
Total Contract $103,000
TerraCare Landscape Co. Parks and Landscaping Maintenance Landscape Assessments $1,600,000 Universal Site Service Park Maintenance Services Landscape Assessments $215,000 Facility Maintenance Services General Fund Taxes $131,459 Total Contract $346,459
Monticello Tree Service Inc. Tree and Fence Maintenance Service Landscape Assessments $50,000 KB Security Cameras and Video Surveillance General Fund Taxes $10,000 Landscape Assessments $72,000
Total Contract $82,000
Cole Huber LLP Legal Services General Fund Taxes $275,000 Capital Projects and/or Other Funds $25,000
Total Contract $300,000
Municipal Pooling Authority of Northern California Insurance and Claims Administration General Fund Taxes 65% $1,262,785 Cost Recoveries 35% $679,961
Total Contract $1,942,746
HMH Engineers Development Plan Check Services Development $150,000 Dutchover & Associates, Inc. Landscape Architectural Services Development $150,000 TJKM, Inc. Traffic Engineering Services Development $75,000 Park Engineering, Inc. Development Project Inspection Services Development and Capital Improvement Funds $200,000 Pavement Engineering, Inc. Materials Testing Services Development and Capital Improvement Funds $75,000 BSK Associates, Inc. Materials Testing Services Development and Capital Improvement Funds $75,000 R&R Pacific Construction Inc. Street Maintenance and Repair Gas tax fund $50,000 CAPRA Environmental Weed and Brush Maintenance Stormwater Fund $50,000 Funding Summary
249
727
Fiscal Year
2024/25 Contracts Analysis
Contractor Services Funding Summary
Pacific Display Downtown Tree Lighting Maintenance Citywide Community Parks Fund $35,422 Dillon Electric Electrical Maintenance Development and Capital Improvement Funds $50,000 Waterworks Industries, Inc. Lake and Pump Station Maintenance Service Landscape Assessments & Community Facilities Districts $100,000 Revel Environmental Manufacturing Stormwater Maintenance Stormwater Fund $20,000 Strike Doors LLC Door and Gate Service General Fund Taxes $50,000 H & R Plumbing and Drain Cleaning, Inc. Storm Drain Cleaning and Flushing Service Landscape Assessments & Community Facilities Districts $50,000 Quality Locksmith Key and Lock Service General Fund Taxes $50,000 Advanced Elevator Solutions Elevator Inspections, Serivce, Testing General Fund Taxes $50,000 Site One Landscape Supply Irrigation controller repairs and installation Landscape Assessments $50,000 WCA, Inc. Tree trimming removals stump grinding Landscape Assessments $100,000 Mazzy's Fire Protection Specialists Fire testing, certification and maintenance services General Fund Taxes $10,000 Bay Alarm Alarm services and fire sprinklers for City Hall General Fund Taxes $25,000 Ideal Protection Security Alarm services for PWOB and ORB General Fund $2,000 SCA - Contract Sweeping Services, Inc. Stormwater Maintenance Stormwater Fund $288,750 Jet Mulch, Inc. Park and Landscape Maintenance Service Landscape Assessments $150,000 Geosynctec StormWater NPDES Program Services Consultant Development and Stormwater Fund $148,900 Blue Star Pest Solutions Monthly Pest Control Services General Fund $20,000 250
728
Fiscal Year
2024/25
Ten-Year Plan
General Fund
The Ten-Year Plan is the City’s tool for evaluating our success in ensuring service sustainability. It is organized by revenue type and function; and includes an indication of the general character of the revenues and expenditures shown as either recurring or onetime in nature.
For purposes of the Ten-Year Plan, if a revenue class is likely to be recurring for a period of 5 years or more, we treat it as recurring. This includes certain development-related fees that can be, as current times prove, less predictable. For instance, building permit revenue will always exist, but it is more sensitive to economic changes than property taxes. In accordance with the City’s Financial Policies, the Plan is based on what we believe are reasonable, conservative assumptions.
Since the Plan includes both general purpose and special purpose (assigned) revenues, it is important to reiterate that while the City may fund eligible programs with both restricted and unrestricted funds, its policy is to apply restricted funds to such programs first, followed by general purpose revenues if necessary.
Overall, the Plan is intended to help us see where we are succeeding in achieving service sustainability and where we must improve, and it should be reviewed with this goal in mind. In particular, loans, transfers, and subsidies are shown separately and should be examined to determine and consider why they are necessary or desirable, if they should continue over the long-term, or whether these funds are better allocated to higher priorities.
The Plan included on the following pages confirms that from a service sustainability perspective, the Preliminary Budget is structurally balanced, and it provides a look forward at how, with discipline, it can remain that way.
Since the transition to an in-house police department in 2016, it has been a priority of the council to continue to grow our public safety department. With that the Plan includes addition of police officer classifications throughout the ten years to meet this expectation.
The General Fund reserve balance remains healthy, and in compliance with the City’s new reserve policy of at least 30% of expenditures. The Plan shows its balance remains stable over the ten-year period. However, as can be seen in the table provided, the final year of the Plan is not structurally balanced meaning expenditures exceed revenue. With revenues in
251
729
Fiscal Year
2024/25
Ten-Year Plan
General Fund
the plan projected using a very conservative approach as well as ensuring planned expenditures are included, staff wants to point out that if revenues do not come in above projections or expenditures below projections, we will need to make some adjustments in the coming years to ensure sustainability year over year.
Lastly it is useful to remind ourselves, this is a plan for the future, and it must be weighed with the competing needs for the present. Staff have tried to balance the needs of the present, remain conservative in our approach to the future and plan for realistic future growth that comes with a growing City. 0 5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000
35,000,000
40,000,000
45,000,000
50,000,000
FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FY 31-32 FY 32-33
TOTAL GENERAL FUND REVENUE TOTAL GENERAL FUND EXPENDITURES ESTIMATED AVAILABLE FUND BALANCE 252
730
Fiscal Year
2024/25
Ten-Year Plan
General Fund
The City of Oakley Fiscal Year 2024/25 Operating Budget has been prepared to ensure that recurring revenues remain in excess of recurring expenditures. The chart above and the table following show that the general fund revenues are projected to exceed general fund expenditures in all years except year 2032/33. The estimated available fund balance represents the excess fund balance after the 30% reserve is accounted for. The total net operating budget for the fiscal year, including one-time transfers, is -$2,978,498. This is due to the one-time transfer of available fund balance to the Library project.
The Ten-Year projections in the tables below include the following assumptions:
• General Fund Revenue is projected to increase by 4% in all years with the exception of Property Tax which is assumed at 5.5% in years 2026/27, 2027/28 and 2028/29.
• Building Revenue projections are based on the percentage of increase estimated in new construction permits being pulled year over year.
Assumed new construction permits for revenue purposes are as follows:
2024/25 – 180 new construction permits
2025/26 – 2027/28 – 150 new construction permits
2028/29 – 2030/31 – 175 new construction permits
2031/32 – 2032/33 – 200 new construction permits
• Personnel expenditures are based on the cost of living and step increases approved in FY 2022/23 through FY 2026/27. In the years following fiscal year 2026/27 a 4% increase has been assumed with the following exceptions:
Police Salary Expenditures include the addition of one new police officer in the current fiscal year, two new police officers in fiscal year 2026/27 and 2028/29 and one new police officer in fiscal year 2030/31 and 2032/33.
Facilities Maintenance Salary Expenditures include the addition of two new maintenance positions in fiscal year 2027/28 in anticipation of a new library building that will require additional maintenance staff. • Other operating expenditures have been assumed to have a 4% increase year over year with the following exceptions:
Facilities Maintenance Operating expenditures include increases in repairs, maintenance, and contract hours in anticipation of a new library building. • Street Maintenance has a general fund transfer in fiscal year 2024/25 of $2,163,200 with a 4% increase assumed each year.
253
731
Fiscal Year
2024/25
Ten-Year Plan
General Fund
• A one-time allocation of available fund balance in the amount of $4,000,000 has been allocated to the Library project and therefore reduces available fund balance in fiscal year 2024/25. • A transfer of $100,000 from general fund to storm water is proposed for the current year with a 15% increase assumed each year in the ten-year projections.
• One-time expenditures for the addition of Police Vehicles plus up-fitting costs are included in the years that new officers are planned.
254
732
Fiscal Year
2024/25
Ten-Year Plan
General Fund
FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FY 31-32 FY 32-33 YE Estimates Proposed Projected Projected Projected Projected Projected Projected Projected Projected TOTAL GENERAL FUND REVENUE 31,709,831 32,136,950 33,252,376 34,630,453 36,124,675 37,888,400 39,331,876 40,783,090 42,594,570 44,218,283 TOTAL SALARY EXPENDITURES 17,084,585 18,183,018 18,728,535 19,641,297 20,727,425 21,907,021 22,783,826 23,945,730 24,904,137 26,200,909 TOTAL RECURRING EXPENDITURES 11,023,464 10,644,229 11,141,918 11,615,675 12,251,099 12,770,346 13,250,789 13,811,191 14,332,053 14,936,921 TOTAL OPERATING TRANSFERS 2,335,831 6,288,200 2,590,728 2,499,007 2,813,515 2,734,785 2,963,416 3,000,077 3,245,524 3,300,605 TOTAL GENERAL FUND EXPENDITURES 30,443,880 35,115,447 32,461,182 33,755,979 35,792,038 37,412,152 38,998,030 40,756,998 42,481,714 44,438,435 NET GENERAL OPERATING REVENUES (EXPENDITURES) 1,265,951 (2,978,498) 791,194 874,473 332,636 476,248 333,846 26,092 112,856 (220,152) ESTIMATED BEGINNING UNDESIGNATED FUND BALANCE 15,243,274 16,509,224 13,530,727 14,321,921 15,196,394 15,529,031 16,005,279 16,339,124 16,365,216 16,478,072 NET GENERAL OPERATING REVENUES (EXPENDITURES) 1,265,951 (2,978,498) 791,194 874,473 332,636 476,248 333,846 26,092 112,856 (220,152)
TRANSFER FROM RESERVE FOR CAPITAL PROJECTS
ESTIMATED ENDING UNDESIGNATED FUND BALANCE 16,509,224 13,530,727 14,321,921 15,196,394 15,529,031 16,005,279 16,339,124 16,365,216 16,478,072 16,257,920 30% RESERVE (9,133,164) (9,334,634) (9,738,354) (10,126,794) (10,737,612) (11,223,646) (11,699,409) (12,227,099) (12,744,514) (13,331,531) $1 MILLION ADDITIONAL EMERGENCY RESERVE
ESTIMATED AVAILABLE FUND BALANCE 7,376,060 4,196,092 4,583,566 5,069,600 4,791,419 4,781,633 4,639,715 4,138,117 3,733,558 2,926,389 255 733
Fiscal Year
2024/25
Ten-Year Plan
General Fund
2024 2025 2026 2027 2028 2029 2030 2031 2032 2033
Projected Proposed Estimated Estimated Estimated Estimated Estimated Estimated Estimated Estimated PROPERTY TAXES 5,062,825 5,270,000 5,480,800 5,782,244 6,100,267 6,435,782 6,693,213 6,960,942 7,239,380 7,528,955 PROPERTY TAX IN LEU OF VLF 5,034,202 5,245,000 5,454,800 5,754,814 6,071,329 6,405,252 6,661,462 6,927,920 7,205,037 7,493,239 SALES AND USE TAXES 2,953,000 3,050,000 3,172,000 3,298,880 3,430,835 3,568,069 3,710,791 3,859,223 4,013,592 4,174,136 ST MOTOR VEH IN LIEU TAX 46,000 46,000 47,840 49,754 51,744 53,813 55,966 58,205 60,533 62,954 TRANSIENT OCCUPANCY TAX (10%) 230,000 250,000 260,000 270,400 281,216 292,465 304,163 316,330 328,983 342,142 PROPERTY TRANSFER TAX 200,000 150,000 156,000 162,240 168,730 175,479 182,498 189,798 197,390 205,285 FRANCHISE 2,633,000 2,688,634 2,796,179 2,908,027 3,024,348 3,145,321 3,271,134 3,401,980 3,538,059 3,679,581 BUSINESS LICENSES 180,000 125,000 130,000 135,200 140,608 146,232 152,082 158,165 164,491 171,071 TRAFFIC FINES 100,000 75,000 78,000 81,120 84,365 87,739 91,249 94,899 98,695 102,643 INTEREST INCOME 550,000 400,000 416,000 432,640 449,946 467,943 486,661 506,128 526,373 547,428 SUBTOTAL GENERAL PURPOSE 16,989,027 17,299,634 17,991,619 18,875,318 19,803,387 20,778,096 21,609,220 22,473,589 23,372,532 24,307,434
FEE/REIMBURSEMENT REVENUE
BUILDING PERMITS/PLAN CHECK/RENTAL INSPECTIONS 1,123,200 1,063,300 1,063,300 1,063,300 1,063,300 1,240,517 1,240,517 1,240,517 1,417,733 1,417,733 ENGINEERING FEES 32,500 24,400 25,376 26,391 27,447 28,545 29,686 30,874 32,109 33,393 PLANNING FEES 28,000 23,500 24,440 25,418 26,434 27,492 28,591 29,735 30,924 32,161 LAW ENFORCEMENT FEES 156,800 140,050 145,652 151,478 157,537 163,839 170,392 177,208 184,296 191,668 RECREATIONS FEES 118,000 237,640 247,146 257,031 267,313 278,005 289,125 300,690 312,718 325,227 CITY ADMINISTRATION FEES 450,000 438,000 438,000 438,000 438,000 511,000 511,000 511,000 584,000 584,000 CITY ADMINISTRATION FEES FROM SA 250,000 250,000 150,000 100,000 100,000 50,000 50,000 - - - INTERFUND COST RECOVERY (OPERATIONS) 11,333,442 12,365,142 12,859,747 13,374,137 13,909,103 14,465,467 15,044,086 15,645,849 16,271,683 16,922,550 INTERFUND COST RECOVERY (GRANT REIMB) 72,481 80,384 83,599 86,943 90,421 94,038 97,799 101,711 105,780 110,011 OTHER MISC FEES/CHARGES 233,800 214,900 223,496 232,436 241,733 251,403 261,459 271,917 282,794 294,105 SUBTOTAL FEE/REIMBURSEMENT REVENUE 13,798,223 14,837,316 15,260,756 15,755,135 16,321,288 17,110,304 17,722,656 18,309,501 19,222,037 19,910,849 TOTAL GENERAL OPERATING REVENUE 30,787,250 32,136,950 33,252,376 34,630,453 36,124,675 37,888,400 39,331,876 40,783,090 42,594,570 44,218,283
ONE TIME REVENUE - - - - - - - - - -
PROCEEDS FROM PROPERTY SALES 922,581 - - - - - - - - -
OPERATING TRANSFERS - - - - - - - - - -
-
TOTAL SOURCE OF FUNDS 922,581 - - - - - - - - -
TOTAL GENERAL FUND REVENUE 31,709,831 32,136,950 33,252,376 34,630,453 36,124,675 37,888,400 39,331,876 40,783,090 42,594,570 44,218,283
DEPARTMENT SALARIES
Animal Control - - - - - - - - - -
City Council 29,795 43,134 45,291 47,556 49,933 52,430 55,051 57,804 60,694 63,729 City Clerk 448,605 395,246 442,104 455,367 473,581 492,525 512,226 532,715 554,023 576,184 Elections - - - - - - - - - -
City Attorney 35,696 34,792 - - - - - - - -
City Manager 640,038 685,802 706,376 727,567 756,670 786,937 818,414 851,151 885,197 920,605 Community Outreach - - - - - - - - - -
Finance 760,676 777,301 800,620 824,638 857,624 891,929 927,606 964,710 1,003,299 1,043,431 Human Resources 402,597 350,640 361,159 371,994 386,874 402,349 418,442 435,180 452,587 470,691 Maintenance Custodial 284,734 358,919 369,687 380,777 696,008 723,849 752,803 782,915 814,231 846,801 Information Technology - - - -
Economic Development 150,095 163,795 168,708 173,770 180,721 187,949 195,467 203,286 211,417 219,874 Building Inspection 548,643 773,554 796,761 820,663 853,490 887,630 923,135 960,060 998,463 1,038,401 Code Enforcement/Rental Inspections 309,347 515,967 531,446 547,389 569,285 592,056 615,739 640,368 665,983 692,622 Public Safety 10,064,454 10,654,842 10,974,487 11,653,722 12,119,870 12,954,665 13,472,852 14,261,766 14,832,237 15,725,526 Community Development/Planning 647,753 474,537 488,773 503,436 523,574 544,517 566,297 588,949 612,507 637,008 Public Works/Engineering 1,091,740 1,132,877 1,166,863 1,201,869 1,249,944 1,299,942 1,351,939 1,406,017 1,462,258 1,520,748 Public Works Maintenance 231,440 326,356 336,146 346,231 360,080 374,483 389,463 405,041 421,243 438,092 Recreation 468,850 512,345 527,715 543,546 565,288 587,900 611,416 635,872 661,307 687,760 Parks 970,122 982,912 1,012,399 1,042,771 1,084,482 1,127,861 1,172,976 1,219,895 1,268,691 1,319,438 TOTAL DEPARTMENT SALARIES 17,084,585 18,183,018 18,728,535 19,641,297 20,727,425 21,907,021 22,783,826 23,945,730 24,904,137 26,200,909 256 734
Fiscal Year
2024/25
Ten-Year Plan
General Fund
2024 2025 2026 2027 2028 2029 2030 2031 2032 2033
Projected Proposed Estimated Estimated Estimated Estimated Estimated Estimated Estimated Estimated PROPERTY TAXES 5,062,825 5,270,000 5,480,800 5,782,244 6,100,267 6,435,782 6,693,213 6,960,942 7,239,380 7,528,955 PROPERTY TAX IN LEU OF VLF 5,034,202 5,245,000 5,454,800 5,754,814 6,071,329 6,405,252 6,661,462 6,927,920 7,205,037 7,493,239 SALES AND USE TAXES 2,953,000 3,050,000 3,172,000 3,298,880 3,430,835 3,568,069 3,710,791 3,859,223 4,013,592 4,174,136 ST MOTOR VEH IN LIEU TAX 46,000 46,000 47,840 49,754 51,744 53,813 55,966 58,205 60,533 62,954 TRANSIENT OCCUPANCY TAX (10%) 230,000 250,000 260,000 270,400 281,216 292,465 304,163 316,330 328,983 342,142 PROPERTY TRANSFER TAX 200,000 150,000 156,000 162,240 168,730 175,479 182,498 189,798 197,390 205,285 FRANCHISE 2,633,000 2,688,634 2,796,179 2,908,027 3,024,348 3,145,321 3,271,134 3,401,980 3,538,059 3,679,581 BUSINESS LICENSES 180,000 125,000 130,000 135,200 140,608 146,232 152,082 158,165 164,491 171,071 TRAFFIC FINES 100,000 75,000 78,000 81,120 84,365 87,739 91,249 94,899 98,695 102,643 INTEREST INCOME 550,000 400,000 416,000 432,640 449,946 467,943 486,661 506,128 526,373 547,428 SUBTOTAL GENERAL PURPOSE 16,989,027 17,299,634 17,991,619 18,875,318 19,803,387 20,778,096 21,609,220 22,473,589 23,372,532 24,307,434
FEE/REIMBURSEMENT REVENUE
BUILDING PERMITS/PLAN CHECK/RENTAL INSPECTIONS 1,123,200 1,063,300 1,063,300 1,063,300 1,063,300 1,240,517 1,240,517 1,240,517 1,417,733 1,417,733 ENGINEERING FEES 32,500 24,400 25,376 26,391 27,447 28,545 29,686 30,874 32,109 33,393 PLANNING FEES 28,000 23,500 24,440 25,418 26,434 27,492 28,591 29,735 30,924 32,161 LAW ENFORCEMENT FEES 156,800 140,050 145,652 151,478 157,537 163,839 170,392 177,208 184,296 191,668 RECREATIONS FEES 118,000 237,640 247,146 257,031 267,313 278,005 289,125 300,690 312,718 325,227 CITY ADMINISTRATION FEES 450,000 438,000 438,000 438,000 438,000 511,000 511,000 511,000 584,000 584,000 CITY ADMINISTRATION FEES FROM SA 250,000 250,000 150,000 100,000 100,000 50,000 50,000 - - - INTERFUND COST RECOVERY (OPERATIONS) 11,333,442 12,365,142 12,859,747 13,374,137 13,909,103 14,465,467 15,044,086 15,645,849 16,271,683 16,922,550 INTERFUND COST RECOVERY (GRANT REIMB) 72,481 80,384 83,599 86,943 90,421 94,038 97,799 101,711 105,780 110,011 OTHER MISC FEES/CHARGES 233,800 214,900 223,496 232,436 241,733 251,403 261,459 271,917 282,794 294,105 SUBTOTAL FEE/REIMBURSEMENT REVENUE 13,798,223 14,837,316 15,260,756 15,755,135 16,321,288 17,110,304 17,722,656 18,309,501 19,222,037 19,910,849 TOTAL GENERAL OPERATING REVENUE 30,787,250 32,136,950 33,252,376 34,630,453 36,124,675 37,888,400 39,331,876 40,783,090 42,594,570 44,218,283
ONE TIME REVENUE - - - - - - - - - -
PROCEEDS FROM PROPERTY SALES 922,581 - - - - - - - - -
OPERATING TRANSFERS - - - - - - - - - -
-
TOTAL SOURCE OF FUNDS 922,581 - - - - - - - - -
TOTAL GENERAL FUND REVENUE 31,709,831 32,136,950 33,252,376 34,630,453 36,124,675 37,888,400 39,331,876 40,783,090 42,594,570 44,218,283
DEPARTMENT SALARIES
Animal Control - - - - - - - - - -
City Council 29,795 43,134 45,291 47,556 49,933 52,430 55,051 57,804 60,694 63,729 City Clerk 448,605 395,246 442,104 455,367 473,581 492,525 512,226 532,715 554,023 576,184 Elections - - - - - - - - - -
City Attorney 35,696 34,792 - - - - - - - -
City Manager 640,038 685,802 706,376 727,567 756,670 786,937 818,414 851,151 885,197 920,605 Community Outreach - - - - - - - - - -
Finance 760,676 777,301 800,620 824,638 857,624 891,929 927,606 964,710 1,003,299 1,043,431 Human Resources 402,597 350,640 361,159 371,994 386,874 402,349 418,442 435,180 452,587 470,691 Maintenance Custodial 284,734 358,919 369,687 380,777 696,008 723,849 752,803 782,915 814,231 846,801 Information Technology - - - -
Economic Development 150,095 163,795 168,708 173,770 180,721 187,949 195,467 203,286 211,417 219,874 Building Inspection 548,643 773,554 796,761 820,663 853,490 887,630 923,135 960,060 998,463 1,038,401 Code Enforcement/Rental Inspections 309,347 515,967 531,446 547,389 569,285 592,056 615,739 640,368 665,983 692,622 Public Safety 10,064,454 10,654,842 10,974,487 11,653,722 12,119,870 12,954,665 13,472,852 14,261,766 14,832,237 15,725,526 Community Development/Planning 647,753 474,537 488,773 503,436 523,574 544,517 566,297 588,949 612,507 637,008 Public Works/Engineering 1,091,740 1,132,877 1,166,863 1,201,869 1,249,944 1,299,942 1,351,939 1,406,017 1,462,258 1,520,748 Public Works Maintenance 231,440 326,356 336,146 346,231 360,080 374,483 389,463 405,041 421,243 438,092 Recreation 468,850 512,345 527,715 543,546 565,288 587,900 611,416 635,872 661,307 687,760 Parks 970,122 982,912 1,012,399 1,042,771 1,084,482 1,127,861 1,172,976 1,219,895 1,268,691 1,319,438 TOTAL DEPARTMENT SALARIES 17,084,585 18,183,018 18,728,535 19,641,297 20,727,425 21,907,021 22,783,826 23,945,730 24,904,137 26,200,909 257 735
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258
736
Fiscal Year
Appropriations Limit 2024/25
Under California Law, the City of Oakley annually calculates its “Appropriation Limit”, which is the level of expenditures that can be funded using tax dollars. This calculation has its origin in Proposition 4, commonly known as the Gann Initiative; thus, this calculation is sometimes referred to as the Gann Limit.
Proposition 4 was passed by California voters in November 1979 and places limits on the amount of tax revenue which can be spent by governmental entities on an annual basis. Prop 4 became effective in fiscal year 1980/81 and used fiscal year 1978/79 revenues as the base for the calculation. The calculations were further refined by the passage of Proposition 111 in June of 1990. The base year revenues are increased annually by a factor that combines the governmental entity’s population growth rate and the increase in the California per capita personal income. Cities may choose to use their population growth rate or their county’s population growth rate. For fiscal year 2024/25, the City elected to use the City’s growth rate and has calculated the appropriation limit to be $16,626,248.
The following types of revenues received by the City of Oakley have been deemed to be from tax proceeds and therefore included in the appropriation limit calculation:
Property Tax Sales & Use Tax Business License Tax
Motor Vehicle In-Lieu Transient Occupancy Tax
The following types of revenues received by the City of Oakley have been deemed not to be from tax proceeds as they fall within the exclusions of the appropriations limits:
Gasoline Tax Impact Fees Local Transportation Funds
Charges for Services SB 90 Mandate Reimbursement
Due to the pass-through nature of many city revenues, there was concern that revenues would be included in both the City’s and the State’s calculation. California Government Code Section 7903 requires that if State funds are provided to cities with no restrictions on their expenditures, the city includes these funds in their calculation. If the State specifies use of the funds, they are included in the State’s calculation.
259
737
Fiscal Year
Appropriations Limit 2024/25
$15,761,694
City Population in January 2023 44,929
City Population in January 2024 45,736
Percentage Increase in Population - City of Oakley 1.80% Percentage Increase - Contra Costa County 0.12%
California Per Capita Personal Income 3.62%
Factor to be applied to prior year
(1+ Population Factor) x (1 + Per Capita Factor) 1.05485160 $16,626,248
$ (14,427,888)
$ 2,198,360
CITY OF OAKLEY
APPROPRIATIONS LIMIT CALCULATION
FOR FISCAL YEAR 2024/25
Beginning Limit (FY 2023/24):
Appropriation Limit (FY 2024/25):
Appropriation Subject to Limit (FY 2024/25):
Amount Under Limit
260
738
Fiscal Year
Glossary of Budget Terminology 2024/25
Deficit: An excess of expenditures over revenues (resources).
Department: An organizational unit comprised of divisions or functions. It is the basic unit of service responsibility encompassing a broad mandate of related activities.
Expenditure: The actual payment for goods and services.
Fiscal Year (FY): The period designed by the City for the beginning and ending of financial transactions. The City of Oakley fiscal year begins July 1st and ends June 30th of the following year.
Full-Time Equivalent (FTE): The amount of time a regular full or part-time position has been budgeted for in terms of the amount of time an employee works in a year.
Gas Tax: Administered by the State Board of Equalization, this is an 18-cent per gallon tax on fuel used to propel a motor vehicle or aircraft. Use of the revenue is for research, planning, construction, improvement, maintenance and operation of public streets and highways or public mass transit.
General Fund: The fund used to account for all financial resources except those required to be accounted for in another fund.
General Fund Taxes: This is the term in the Budget to describe the City’s use of general purpose tax revenue, including primarily: Property Taxes, Property Taxes in lieu of VLF, and Sales Tax.
General Plan: A policy document that serves as a guideline for future development. California State law requires each city to adopt a General Plan.
Infrastructure: Facilities on which the continuance and growth of the community depend on such roads, water lines, sewers, public buildings, etc.
Internal Service Fund (ISF): Internal service funds account for the financing of goods and services provided by one department to another department on a cost-reimbursement basis. In Oakley, we have ISF’s that serve as sinking funds for the future replacement of vehicles and equipment, and for repairs and replacements for facilities. In each case, the costs are supported by charges to departmental operating budgets.
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Lighting and Landscaping District: The City has established a separate District to manage and fund the maintenance of the City’s Public Landscaping, Community Parks, Street Lighting, and Neighborhood Parks. Each activity is accounted for in a separate fund and budgets are established yearly as part of the District’s activities. Detailed breakdowns of estimated revenues and expenditures are provided in a required engineer’s report. Costs are funded by landscape assessments levied in each zone, and as necessary, subsidies or loans from other eligible funds.
Measure J: In 2004, voters approved Measure J, extending a previously approved Countywide ½ cent sales tax measure for transportation related purposes. The original Measure (Measure C) included a provision that 18% of the funds are returned to local agencies based on an allocation relative population and relative maintained street miles. Expenditures are restricted to the same uses as Gas Tax but may also be applied to transit improvement and operation, growth management planning and compliance, pedestrian and bicycle trail construction, maintenance and operation parking facility development and transportation efficiency program development and operation (ridesharing, etc.). Measure J continues to be subject to Measure C’s growth management component and funds may not be used to replace developer obligations that would otherwise not be publicly funded under jurisdiction policy. Measure J runs until March 2034.
Motor Vehicle License Fee: A State vehicle license fee imposed on motorists for the privilege of operating a motor vehicle on the public highways.
Police Services Tax: A voter approved special tax levied by the City and collected at the same time and in the same manner as property taxes that is used exclusively for Public Safety.
Property Tax: Property Tax is imposed on real property (land and permanently attached improvements) and tangible personal property located within the City. Proposition 13 set the basic property tax at one percent of the assessed value of the property, and the limited the assessed value to the cash value at acquisition plus inflation, at no more than 2% per year. Property taxes are shared by all local agencies that provide service to the property. On average, Oakley receives between 5% - 6% of the basic property taxes paid by Oakley property owners.
Property Tax in Lieu of VLF: In the early 1990’s the State levied a local tax on vehicles, in the form of a 2% Motor Vehicle License Fee (see above). The then Governor successfully lobbied the legislature and passed a law allowing a temporary discount on the fee, if the State could afford it. A provision of that law was that the State backfill the lost revenue to the local agencies that resulted (since it was a local tax being reduced). Since then, the State has permanently lowered the Fee, and 262
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Glossary of Budget Terminology 2024/25
permanently backfilled it by shifting additional property taxes from their control to each local agency. This separate revenue is referred to as Property Taxes in Lieu of Vehicle License Fees (VLF).
Reserved Fund Balance: Accounts used to record a portion of the fund balance as legally segregated for a specific use or not available for appropriation.
Resolution: A special order of the City Council, requiring a majority vote, which has a lower legal standing than an ordinance.
Revenue: Income received by the City.
Road Maintenance and Repair: Senate Bill 1, also known as the Road Repair and Accountability Act of 2017, increases transportation funding and instituted much-needed reforms. SB 1 provides the first significant, stable, and on-going increase in state transportation funding in more than two decades. To receive SB1 funding, the City must contribute and annual maintenance of effort from a different funding source such as the General Fund.
Salaries and Benefits: A budget category, which generally accounts for full time and temporary employees, overtime and all employee benefits, such as medical, dental and pension costs.
Successor Agency: With the dissolution of the Oakley Redevelopment Agency on February 1, 2012, the City elected to become the Successor Agency to the Redevelopment Agency, responsible for preserving and administering its non-housing related assets, paying and ensuring performance of its obligations, and for complying with the new law that requires the unimpeded winding down of the prior Redevelopment Agency’s affairs.
Successor Housing Agency: With the dissolution of the Oakley Redevelopment Agency on February 1, 2012, the City elected to become the Successor Housing Agency, accepting the prior Redevelopment Agency’s housing related assets and related housing responsibilities.
Taxes: Compulsory charges levied by a government for the purpose of financing services performed for the common benefit.
Transient Occupancy Tax (TOT): A 10% tax imposed on travelers who stay in temporary lodging facilities within the City. Also referred to as a Hotel/Motel Tax.
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Glossary of Budget Terminology 2024/25
Unassigned Balances: The unassigned balance amount budgeted in any fund is the amount of available funds (revenues and available fund balances) that have not yet been assigned a specific current year purpose.
LIST OF ACRONYMS AND ABBREAVIATIONS
ARPA – American Rescue Plan Act
CAR – California Association of Realtors
CDBG –Community Development Block Grant
CIP – Capital Improvement Project
CM – City Manager
CNG – Compressed Natural Gas
COPS – Community Oriented Policing Services
CSMFO – California Society of Municipal Finance Officers DIF – Development Impact Fees
DOJ – Department of Justice
DWR – Department of Water Resources
EDC – Economic Development Corporation
FAACT – Future Advocates for Agriculture Concerned about Tomorrow FB - Facebook
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Glossary of Budget Terminology 2024/25
FTE – Full Time Equivalent
FY – Fiscal Year
GFOA – Government Finance Officers Association
HMI – Housing Market Index
IG - Instagram
MOU – Memorandum of Understanding
MDRR- Mt. Diablo Resource Recovery
OH Fees – Overhead Fees
O & M – Operational and Maintenance Expense
PD – Police Department
PEPRA – Public Employee’s Pension Reform Act PERS – Public Employees Retirement System PFA – Public Financing Authority
PPA – Power Purchase Agreement
PW – Public Works
RDA – Redevelopment Agency
RR – Railroad
RSTP – Regional Surface Transportation Program
SA –Successor Agency
SCADA – Supervisory Control and Data Acquisition
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SIG – Signals
SLESF – Supplemental Law Enforcement Services funds
SOI – Sphere of Influence
SRF – State Revolving Fund
SRO – School Resource Officer
STR – Streets
SWOT – Strengths, Weaknesses, Opportunities and Threat
TDA –Transportation Development Account
TCR – Traffic Congestion Relief
SD – Storm Drainage
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PROPOSED ANNUAL
CAPITAL BUDGET
AND
5-YEAR CAPITAL IMPROVEMENT PROGRAM
For Fiscal Years 2024/25 to 2028/29
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CAPITAL IMPROVEMENT PROGRAM
The Capital Improvement Program (CIP) is a major public infrastructure and planning tool for the City of Oakley. The CIP serves as a statement of the City's policies and financial abilities to manage the development of the community. The creation of a five- year CIP provides a systematic plan for providing infrastructure improvements within a prioritized framework and a general schedule for projects to proceed. The Projects identified in the CIP meet the City’s General Plan and adhere to the Strategic Plan 27+. The first year reflects the adopted budget for the upcoming Fiscal Year (FY). The remaining four years represent a schedule and estimate of future capital needs that may be funded, given projected revenues and priorities.
There are several benefits for developing and adopting a Capital Improvement Program. Not only does the CIP become a management tool for the City Council and City staff; a CIP also provides valuable information to the citizens, developers, and businesses who are interested in the development of the community. The CIP document will assist in leveraging available resources through the timing of projects, and the coordination of City projects with improvements constructed by other entities.
Despite the many benefits of a CIP, it is important to highlight the fact that this is a planning document. Changes can occur for many reasons. Revenues can fluctuate because of changing economic conditions or shifts in City policy. Private economic decisions can also affect the timing, scale, and location of capital projects. The City of Oakley’s CIP reflects the Strategic Goals of the City Council and is a critical investment tool for the community to help promote the economic vitality and viability for the City of Oakley.
The focus of the proposed CIP for FY 2024/25 through FY 2028/29 is to maintain the core infrastructure of the City of Oakley by utilizing the most cost effective and creative approach. The CIP continues to prioritize and build new infrastructure for the community, which will enhance the quality of life for residents. In preparation of the CIP for FY 2024/25, a comprehensive review of prospective projects was performed.
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The CIP for FY 2024/25 is divided into specific projects to address unique needs for each component of the City’s infrastructure system (e.g., Streets, Parks & Facilities). This approach provides funding for infrastructure maintenance, construction of new improvements, and the long-range goals for protecting the quality of the public infrastructure system in the City of Oakley. The funding for CIP projects is generally from the following sources: Measure J Sales Tax, Gas Tax, Development Traffic Impact Fees, Development Park Impact Fees, Federal & State Grants, Assessment District Funds, and the City’s General Fund. The revenues from Development Traffic Impact Fees and Development Park Impact Fees are dependent upon the private development activity and regional economic growth. The CIP for FY 2024/25 conservatively budgets a portion of these funding sources to account for unforeseen downturns in the regional economic and development activity.
There is a direct relationship between CIP project construction, economic development, and the vitality of the community.
New residents want to come and live in a community that is vibrant and provides a wide range of amenities (e.g., Recreation Center, Library, etc.). Commercial developers also look to build in communities that thrive and provide amenities for today’s lifestyle. The construction of CIP projects helps to enhance amenities and the quality of life for the community residents, which in turn makes Oakley a desired community for private development. The increase in the level of private development activity will provide opportunities for the City to undertake projects with various infrastructure improvements to complement the private development projects.
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Proposed CIP Projects for FY 2024/25
Project #176, Oakley Regional Park Project – This project transforms a 55-acre site located at the north end of Sellers Avenue that was given to the City as part of the development agreements with the Emerson and Gilbert Ranch projects.
This 55-acre site was the site of an abandoned dairy farm that has been closed for decades. This project will construct a regional park at this site that will be a destination point for the Oakley community. A team of staff, consultants, and a Council sub-committee began the process of concept planning for this site in 2016. As a result of this work, a concept plan was developed and approved by the City Council. During 2019, there were further discussions with the community to solicit input as the concept plan was refined and adopted by the City Council to reflect the needs of the community and strategic goals of the City Council. This project will be a multi-phase project that will be designed and constructed over the coming years and would potentially cost over $60,000,000 to construct all its components. Funding for this project will be provided by a combination of grants and other funds over several years or decades. The first phase of this project was the demolition and removal of the abandoned and unsafe structures, which was completed in 2019. The City applied for two rounds of funding for this project from the State Proposition 68 State of California Grant in 2019 and 2021 and unfortunately was not awarded the grant. Staff will continue to explore other grant funding for this project to design and construct this project. During FY 2023/24 a new Master Planning study was performed to solicit input from the community and various stakeholders on the features that are desired at this park and to ensure consistency with the new Oakley Strategic Plan 27+. This new master Plan was adopted by City Council in Spring 2024 and will be used in future grant funding applications. The funding of the preliminary project design and site clean-up was allocated in FY 2016/17 and no additional funding is requested in the FY 2024/25 budget.
Project #186, West Cypress Road Bridge at Contra Costa Canal Reconstruction Project - The existing West Cypress Road Bridge that crosses the Contra Costa Canal is structurally deficient according to the Caltrans inspections. It will need to be reconstructed to bring it to modern structural standards. The City of Oakley does not have a designated funding source for replacing the City’s bridges and relies upon State grant programs such as Highway Bridge Replacement and Rehabilitation (HBRR) for major bridge improvement projects. Staff will apply for this grant once the application cycles are presented. The funding of the preliminary project design was allocated in FY 2016/17 and no additional funding is requested in the FY 2024/25 budget.
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Project #189, Piper Lane Drainage Channel Trash Capture Device Project - The Piper Lane drainage channel is one of the major drainage outfalls from the City of Oakley to the Delta in which the City is responsible for its maintenance and operation. This is an open channel that flows freely to the Delta and based on the permit issued by San Francisco Regional Water Quality Control Board (SFRWQCB), it cannot convey trash to the open waters of the Delta. Historically, a large amount of trash and debris were transported to the Delta through this channel. This project will construct a new trash capture device at the upstream end of the channel near Vintage Parkway. The trash capture device will stop trash from flowing into the Delta and, as a result, puts the City in compliance with the SFRWQCB permit. The design of this project is completed, and staff will look for grant funding for the construction of this project. The initial funding of this project was allocated in FY 2022/23 and no additional funding is requested in the FY 2024/25 budget.
Project #211, Main Street/Rose Avenue Intersection Improvement Project – With the continued growth of the community and new subdivision development projects along the East Cypress Road corridor, the associated traffic volumes will increase. Improving the streets and traffic signals will be necessary to accommodate the added volume of traffic to these new neighborhoods. Main Street and Rose Avenue have operated as a stop sign controlled intersection, which is not sustainable for the long term, and therefore a traffic signal is needed at this location. City staff have been discussing this intersection improvement project with the management staff of Ironhouse Sanitary District (ISD) to explore opportunities that this project could address. The City needs better traffic flows at this intersection and ISD needs a second access point from their prospective development site to Main Street. Currently, the Vintage Parkway neighborhood has only one access to Main Street. Installing a signal at Main Street/Rose Avenue would benefit the neighborhood by providing a long desired secondary access for the residents. Having secondary access would not only alleviate congestion at the current intersection but would provide another option for emergency vehicles to access the neighborhood and allow quicker response times. The design of this project would start after a cost share agreement is reached between the City of Oakley and ISD. The funding for this project will be allocated in the CIP budget in futures years, after an agreement with ISD is finalized.
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Project #231, Sellers Avenue (Riverrock Drive to CCWD Canal Crossing) Widening and Improvement Project – Sellers Avenue is a 2-lane road that was constructed by Contra Costa County decades ago. The section of Sellers Avenue from East Cypress Road, to the north end of the road at the gate to the future Oakley Regional Park is destined to be widened to 4 lanes with curb and gutter, sidewalks, landscaped medians, bike lanes, and street lighting. Presently, the section of Sellers Avenue from East Cypress Road to Riverrock Drive has been widened and improved by the developers of the Emerson and Gilbert Ranch projects. This project will widen and improve the remaining section of Sellers Avenue from the intersection at Riverrock Drive to the gate of the future Oakley Regional Park. The above referenced developers paid the City the cost for curb and gutter, sidewalk, and one lane of roadway. The City will pay the remaining construction costs for the second lane and medians for this project. The timing of design and construction of this project will be in coordination with the Oakley Regional Park Project CIP # 176, when that project funding is secured. The funding for this project will be allocated in the CIP budget in future years.
Project #247, East Cypress Road Widening (Knightsen Avenue to Contra Costa Water District Canal) Project - This project will widen and fully reconstruct East Cypress Road from Knightsen Avenue to Conta Costa Water District Canal.
East Cypress Road is the only major roadway that carries traffic from far east Oakley, Bethel Island, and parts of the County to Main Street and beyond. The growth and development of the far east County region has necessitated various infrastructure improvements to East Cypress Road to accommodate the traffic demand on this roadway, which has been a health and safety concern for many years. This City capital project will reconstruct East Cypress Road from Knightsen Avenue to Contra Costa Water District Canal to 6 lanes, along with new curb, gutter, sidewalks, bicycle lanes, traffic signals, storm drain system and medians. The construction of this project is anticipated to start in spring 2024 and be completed by summer 2025. The funding for this project was allocated in FY 2021/22 budget and FY 2022/23 budget, and no additional funding is requested in the FY 2024/25 budget.
Project #252, Downtown Storm Drain (AREA 29D) Improvement Project – Decades ago the Contra Costa County Flood Control District established drainage zones throughout the County for storm drain detention and treatment. These zones included large detention basins (e.g., Freedom Basin, Teakwood Basin, Del Antico Basin, etc.) and a network of underground pipe systems to convey the storm water runoff from the City streets to these basins. There are 9 drainage zones in the City of Oakley. Storm Drain Zone 29D covers all of the Gardenia Ave and Chianti Way neighborhood streets and conveys their storm drain runoff north toward Main Street and continues northerly under the railroad tracks. All CIP - 5
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parts of the storm drain system in this zone have been constructed, except for the section of pipe from the north side of Main Street just east of Miguel Drive, to the edge of the railroad tracks. This project will construct this section of storm drainpipe and its associated infrastructure, which will complete all the improvements in this zone. The design of this project is completed, and the construction will begin once funding is secured in future years. The initial funding for the project design was allocated in the FY 2021/22 budget; and construction of this project will be funded in future years.
Project #263, O'Hara Avenue / Carpenter Road Intersection Improvement Project – The construction of Carpenter Road from Rose Avenue to Cinnamon Ridge Drive as part of a private subdivision development project has opened this important east/west roadway corridor for the community. This section of Carpenter Road will increase traffic flows at the intersection of O’Hara Avenue and Carpenter Road. This project will improve the traffic operations at this intersection by constructing protected left turn lanes on Carpenter Road on both the westbound and eastbound approaches to O’Hara Avenue. Additional improvements include the installation of a video detection system and reconfiguration of the striping at this intersection. The design and right-of-way acquisition process for this project is currently underway and final design and construction will be funded in future years. The initial funding for this project was allocated in the FY 2021/22 and FY 2022/23 budget, and no additional funding is requested in the FY 2024/25 budget.
Project #265, Irrigation Well Installation at the City’s Freedom Basin Project – This project will install a new irrigation well next to the City owned storm drain basin, more commonly known as Freedom basin. This new well will provide the City with an independent, stable, and continuous source of water to irrigate the large field that is used by an assortment of leagues for sporting activities. The existing well used to irrigate the field is owned and operated by the High School District, and due to its continuous breakdowns, this well is not a reliable source to provide the massive amount of irrigation water needed for this field. The construction of this project is currently underway, and staff are working with PG&E to provide electricity to the well site. It is anticipated that the construction of this project will be completed by fall 2024. The initial funding of this project was allocated in the FY 2021/22 and FY 2022/23 budget, and no additional funding is requested in the FY 2024/25 budget.
Project #268, Main Street / Delta Road Intersection Signalization Project – This project will install a traffic signal and improve the Main Street / Delta Road intersection. This intersection is identified to have a traffic signal per the City’s CIP - 6
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Traffic Impact Fee program. With the increase in traffic volumes at this location, a signal will improve safety and traffic circulation. The preliminary design of this project was started in FY 2021/22 to develop the plan and identify the right-of -way that is needed for this project. The final design and right-of-way acquisition for this project will get underway in future years once progress is made on the right-of-way acquisition and funding gets allocated for this project. No funding is requested in the FY 2024/25 budget.
Project #269, Main Street / Brownstone Road Intersection Signalization Project – This project will install a traffic signal and improve the Main Street / Brownstone Road intersection. This intersection is identified to have a traffic signal per the City’s Traffic Impact Fee program. With the increase in traffic volumes at this location, a signal will improve safety and traffic circulation. The preliminary design of this project was started in FY 2021/22 to develop the plan and identify the right-of-way that is needed for this project. The final design and right-of-way acquisition for this project will get underway in future years once progress is made on the right-of-way acquisition and funding gets allocated for this project. No funding is requested in the FY 2024/25 budget.
Project #273, Laurel Road Extension Project (Teton Road to Sellers Avenue) - This Project will extend Laurel Road from Teton Road to Sellers Avenue providing an alternate and much needed secondary route to the East Cypress Road region of Oakley. Currently, the only way in and out of eastern Oakley is via Main Street to East Cypress Road. This current route along East Cypress Road passes by an elementary and middle school and crosses the Burlington Northern Santa Fe (BNSF) railroad tracks. Extending Laurel Road from Teton Road to Sellers Avenue will provide a secondary access route out of the Cypress Road corridor. The preliminary design of this project has been completed and the right-of-way acquisition process is underway. Staff will be pursuing grant funding opportunities to perform the final design and construction of this project that is estimated to cost over $40M. The initial funding of this project was allocated in the FY 2021/22 and FY 2022/23 budget, and no additional funding is requested in the FY 2024/25 budget.
Project #280, Laurel Road Widening Project (O'Hara Avenue to Cloverbrook Avenue) - Laurel Road from O'Hara Avenue to Cloverbrook Avenue is the last section of Laurel Road that needs to be widened and improved. Laurel Road is a major Arterial Road and the City's designated truck route with a direct connection to Highway 4. This section of Laurel Road CIP - 7
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has not been widened or improved due to the lack of right-of-way. Staff has been working with the property owners over the past several years to obtain the necessary right-of-way for this roadway widening, which will also require major utility relocation of the Western Area Power Administration (WAPA) utility poles. The good work by staff resulted in reaching a resolution with property owners in 2023 to secure the right-of-way needed for this project. Staff also has been working with WAPA on the relocation of the utility poles that are in the path of the new roadway. This project will install new curb, gutter, sidewalk, median and streetlights along Laurel Road and O’Hara Avenue, and will install a new traffic signal on Laurel Road east of the intersection with O’Hara Avenue. The design of this project and the relocation of the WAPA utility poles will be completed by summer 2024 and construction of this project is anticipated to start by fall 2024.
The construction of this project will also complement the new Safeway shopping center that will be constructed on the northeast corner of the Laurel Road/O’Hara Avenue intersection. Total Budget – $8,000,000 ($3M TIF Fund, $2M Street Maintenance and Rehab Fund, $1M Gas Tax RMRA, $1.2M 2014 Bond, $800,000 2012 Bond Benefit) Project #281, Enrico Cinquini Park Construction Project – The developer of the Stonewood Subdivision, a collection of 262 lots, was conditioned to construct a new park (Enrico Cinquini Park) at the intersection of Rose Avenue and Carpenter Road. The developer’s obligation of $2.1M is not sufficient to construct this park and its associated facilities and features, which includes a parking lot. The City will design and construct this park utilizing the Park Impact Fee obligation of the developer, as well as supplementing it with additional City Park Impact fees. With the support of Congressman DeSaulnier, the City was also awarded a Community Project Funding grant in the amount of $850,000 for this project that will supplement the project budget. This park will be one of the most attractive and desired parks in Oakley and will feature a picnic Area, shade structure, splash pad, ADA accessible restroom, playground, natural turf, and a parking lot.
The design of this project is currently underway, and construction is anticipated to start by end of 2024. The initial funding of this project was allocated in the FY 2022/23 and FY 2023/24 budget and no additional funding is requested in the FY 2024/25 budget.
Project #283, Laurel Road Bridge Widening over Marsh Creek Project – Laurel Road at the Marsh Creek Bridge is currently a 2-lane roadway that needs expansion and widening to tie into the future Laurel Road Extension Project at Teton Road. This project will complement Laurel Road Extension Project (Teton Road to Sellers Avenue), provide improved access for Laurel Road, and accommodate future traffic volumes from the developments along the East Cypress CIP - 8
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Road Corridor. This project will be funded and designed when the Laurel Road Extension Project (Teton Road to Sellers Avenue) moves forward, and its funding is secured. The initial funding of this project was allocated in the FY 2022/23 budget and no additional funding is requested in the FY 2024/25 budget.
Project #302, East Cypress Road Widening (Jersey Island Road to Bethel Island Road) Project - This project will widen and fully reconstruct East Cypress Road from Jersey Island Road to Bethel Island Road. The growth and development of new subdivision projects along the East Cypress Road corridor has necessitated various infrastructure improvements to accommodate the increased traffic volumes on this roadway and to enhance its safe operations. The new East Cypress Road from Jersey Island Road to Bethel Island Road will be a 4-lane roadway with curb, gutter, sidewalk, bicycle lane, streetlight, median, traffic signal, landscaping and a storm drain system. This project will complement the East Cypress Road sections that have been constructed in recent years along Emerson Ranch, Delaney Park, and Burroughs Ranch. The preliminary design of this project has been completed and final design will get started during FY 2024/25 and the construction is anticipated to start in FY 2025/26. The initial funding of this project was allocated in the FY 2023/24 budget and no additional funding is requested in the FY 2024/25 budget.
Project #306, Marsh Creek Glenn Park Renovation Project - The existing playground equipment and surfacing at Marsh Creek Glenn Park is the original infrastructure at this park, which was constructed 20 years ago. The equipment and surface are both in need of replacement, as maintaining this playground equipment and surfacing is not practical and financially viable. This project will replace the playground equipment and expand it to create a larger all ability and ADA accessible playground; along with placement of new rubber playground surfacing tiles that will renovate this park. The concept planning for this park was performed in 2023 and final design and construction of this project will get underway in future years once funding for the project is secured. The initial funding of this project was allocated in the FY 2023/24 budget and no additional funding is requested in the FY 2024/25 budget.
Project #310, East Cypress Road Widening at Contra Costa Water District (CCWD) Canal Crossing Project – The CCWD has undertaken the process of replacing their open canal in Oakley for the past few years. This project began at the canal crossing near Main Street and has extended eastwards behind the Cypress Grove, Emerson Ranch, Delaney Park, and Burroughs subdivisions up to East Cypress Road. In 2023, CCWD undergrounded the remainder of this open canal from CIP - 9
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East Cypress Road in a southerly direction to its connection point at Rock Slough. The only remaining open section of the CCWD canal is at East Cypress Road. This open canal needs to be undergrounded to accommodate the construction of East Cypress Road. The City has been collaborating with CCWD in all phases of the canal undergrounding project and at East Cypress Road, the City will take the lead on undergrounding the canal and construction of the new and widened roadway with CCWD reimbursing the City $2.2M towards the undergrounding of their canal at East Cypress Road after its construction. The design of this project is currently underway, and construction is anticipated to start in 2025. The funding of this project was allocated in the FY 2023/24 budget and no additional funding is requested in the FY 2024/25 budget.
Project #311, FY 2024/25 Curb, Gutter, and Sidewalk Repair & Reconstruction Project - This project will repair and replace damaged and broken concrete curb, gutter, and sidewalks throughout the City. The construction of this project will eliminate trip and fall accidents caused by sidewalks uplifted by tree root overgrowth and provide safe paths of travel for the pedestrians. This project works in coordination with the 50-50 cost share program that helps the property owners address concrete sidewalks uplifts in a collaborative approach, with the City administering and managing the entire project from start to finish and property owners pay half the cost of the concrete sidewalk repairs and replacement along the frontage of their properties. Total Budget - $150,000 ($150,000 Gas Tax Fund RMRA) Project #312, FY 2024/25 Traffic Signal Modernization Project – Traffic operations and public safety have become one of the more important issues for the community. Public Works staff are continually working to improve the traffic operations on City streets. This project is a part of the on-going work to upgrade the traffic signals with new components to operate better and be able to work in coordination with other traffic signals. This involves both internal parts of the traffic signal system electronics and signal heads and detection systems. Total Budget - $100,000 ($100,000 Gas Tax Fund HUTA)
Project #313, FY 2024/25 Traffic Calming Project – Traffic operations in the community have become one of the major issues that the Police and Public Works Departments handle on a regular basis. This project provides funding for the placement of traffic calming features in accordance with the neighborhood traffic calming policy. Various traffic calming requests are being evaluated by staff from the Police and Public Works Departments and are addressed in collaboration CIP - 10
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with the residents based on priority, and the order they are received. Total Budget - $50,000 ($50,000 Gas Tax Fund HUTA)
Project #314, FY 2024/25 ADA Implementation Plan Project - The Transition Plan details a program that will bring the City’s programs, procedures, practices, facilities, sidewalks, and curb ramps into compliance under the American Disabilities Act (ADA). The City of Oakley is required to prepare and implement an ADA Transition Plan to adhere to the legal requirements related to the U.S. Department of Justice. The City’s ADA Transition Plan was prepared and adopted by the City Council which identified over $100M of improvements needed to fully implement all components of this ADA Transition plan. The recommendations of this plan will be implemented over the coming years based on the allocated funding. Total Budget -$50,000 ($50,000 Gas Tax Fund HUTA) Project #318, Oakley Library & Community Center Project – Oakley is a growing community, and its population has nearly doubled since incorporation with growth continuing as new housing is added. The residents of Oakley deserve library services and a community facility that serves the existing and growing community. Lack of a modern and functional Oakley Library and Community Center has been a topic of many discussions with the City Council and community residents in recent years as the small section of the High School Library that is provided as a community library is not large enough to provide the wide range of services that the community desires. The City is in the process of working with community stakeholders to identify and secure funds for a 27,900 sq. foot facility estimated to cost $27.9M. The City has committed partial funding for this project and fund-raising efforts are underway by the project stakeholders to supplement the City funds that are allocated for this project. Total Budget – $7.5 M ($3M ARPA Fund, $4M General Capital Projects Fund, $500,000 Public Facilities Impact Fee Fund) Project #319, Civic Center Amphitheater Sound System Project - This project will include the installation of a professional grade sound system at the Amphitheater inside of Civic Center Plaza to be used for special events and concerts. Guests at recent events have shared the feedback that the current sound system is inadequate and that they have trouble hearing the sound, diminishing their experience. This new system will be a professional grade sound system designed for the Amphitheater and will remedy those problems by providing consistent sound quality at all events throughout the year.
Total Budget -$150,000 ($150,000 Park Landscaping Assessment Zone 1) CIP - 11
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Project #320, O’Hara Avenue Widening Project (600’ south of Laurel Road to 300’ south of Grapevine Lane) – This project will widen the east side of O’Hara Avenue to close the gap between the section of O’Hara Avenue that was improved and widened as part of CIP 280 to near the intersection of Grapevine Lane. With this widening project, O’Hara Avenue will have 2 lanes in a northbound direction from Carpenter Road to Laurel Road and will eliminate the traffic bottleneck that has created traffic congestion on northbound O’Hara Avenue, which was highlighted especially during school morning and afternoon drop-off and pick-up times. This project will be designed during FY 2024/25 and constructed during FY 2025/26. Total Budget -$175,0000 ($175,000 Measure J Fund) CIP - 12
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Parks
Landscaping
Assessment
Zone 1
Gas Tax
HUTA
Gas Tax
RMRA
Measure J General
Capital
Projects
Traffic Impact
Fee
Park Impact
Fee
Public
Facilities
Impact Fee
2012 Bond
Benefit
2014 Bond Main Street
Fund
Street
Maintenance
& Rehab
Facilities
Fund
132 140 141 148 201 202 204 206 221 222 231 235 502
1,346,941 251,006 242,734 194,114 139,480 324,306 344,125 2,108,012 729,506 1,304,412 374,192 112,789 456,841 2,402,002 1,201,107 1,134,561 780,000 10,000 3,355,655 870,498 788,895 - 1,000 4,000,000 231,481 93,275 2,163,200
-
(2,333,076) (1,132,278) (28,983) (227,738) (6,408) (414,702) (32,073) (704,844) (25,538) (25,538) - (39,630) (534) 1,415,867 319,835 1,348,312 746,376 4,143,072 3,265,259 1,182,550 2,192,063 935,449 1,372,149 374,192 2,236,359 457,307 Project # Project Description Total Project Allocation Prior Years Funding Allocation FY 2024/25 Allocation 176 Oakley Regional Community Park Project 628,620 628,620 0 186 West Cypress Road Bridge Reconstruction at CC Canal Project 154,800 154,800 0 189 Piper Lane Drainage Channel Trash Capture Device Project 200,000 200,000 0 211 Main Street/Rose Avenue Intersection Improvement Project 0 0 0 231 Sellers Avenue (Riverrock Drive to CCWD Canal Crossing) Widening and Improvement Project 0 0 0 247 East Cypress Road Widening (Knightson Avenue to Jersey Island Road) Project 11,180,000 11,180,000 0 252 Downtown Storm Drain (Area 29) Improvement Project 88,470 88,470 0 263 O'Hara Avenue/Carpenter Road Intersection Improvement Project 350,000 350,000 0 265 Irrigation Well Installation @ City's Freedom Basin Project 400,000 400,000 0 268 Main Street/Delta Road Intersection Improvement Project 0 0 0 269 Main Street/Brownstone Road Intersection Improvement Project 0 0 0 273 Laurel Road Extension (TetonRd. To Sellers Av) 360,000 360,000 0 274 Neroly Road Repair and Resurfacing 0 0 0
280 Laurel Road Widening (Cloverbrook Av to O'Hara Av) 9,227,000 1,227,000 8,000,000 1,000,000 3,000,000 800,000 1,200,000 2,000,000 281 Enrico Cinquini Park Construction* 5,200,000 5,200,000 0 283 Laurel Road Bridge Widening over Marsh Creek 0 0 0
302 East Cypress Road Widening (Jersey Island Road to Bethel Island Road) 384,060 384,060 0 306 Marsh Creek Glenn Park Renovation 500,000 500,000 0 310 East Cypress Road Widening at CCWD Canal Crossing Project 9,500,000 9,500,000 0 311 FY 2024/25 Curb, Gutter, Sidewalk Repair & Reconstruction Project 150,000 150,000 150,000 312 FY 2024/25 Traffic Signal Modernization Project 100,000 100,000 100,000 313 FY 2024/25 Traffic Calming Project 50,000 50,000 50,000 314 FY 2024/25 ADA Implementation Project 50,000 50,000 50,000 318 Oakley Library & Community Center Project 7,500,000 3,000,000 4,500,000 4,000,000 500,000 319 Amphitheater Speaker Project 150,000 150,000 150,000 320 O’Hara Avenue Widening Project (600’ south of Laurel Road to 300’ south of Grapevine Lane) 175,000 175,000 175,000 Total Proposed Expenditures FY 2024/25 46,347,950 33,172,950 13,175,000 150,000 200,000 1,150,000 175,000 4,000,000 3,000,000 - 500,000 800,000 1,200,000 - 2,000,000 - * Federal award of $850,000 is not included
Remaining Unassigned Balances FY 2024/25 1,265,867 119,835 198,312 571,376 143,072 265,259 1,182,550 1,692,063 135,449 172,149 374,192 236,359 457,307 City of Oakley
FY 2024/2025 Project Summary
Capital Improvement Program for Fiscal Years 2024/25 to 2028/29 Estimated FY 23/24 Fund Balance
FY 24/25 Revenues
FY 24/25 Transfers from General fund
FY 24/25 Grant Contributions
FY 24/25 Expenditures
Total Available for Capital Projects FY 2024/25
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Completed Projects in FY 2023/24
PROJECT LOCATIONS
A Main Street Bridge Rehabilitation at CC Canal
Project J Pedestrian Crossing Lighting System on O’Hara Ave at Trail Crossing
B Downtown Gateway Plaza and Infrastructure K FY 2023/24 Curb, Gutter, Sidewalk Repair & Reconstruction Project C Downtown Parking Lot Project L FY 2023/24 Traffic Calming Project D Civic Center Emergency Generator Project M Public Works Operations Building Remodeling Project E Recreation Center Emergency Generator Project N Briarwood Park Playground Resurfacing Project F Cypress Grove Subdivision Pump Station Building
Project o Daffodil Park Playground Resurfacing Project
G FY 2022/23 Street Repair & Resurfacing Project P City Park Drinking Fountain Replacement Project H City Hall Rooftop Solar Power Project Q Laurel Ballfields Parking Lot Resurfacing Project I Koda Dog Park Shade Structure Project
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A. Main Street Bridge Rehabilitation at Contra Costa Canal Main Street Bridge Rehabilitation at CC Canal Project
The existing Main Street Bridge that crosses the Contra Costa Canal is in need of rehabilitation to protect its structural integrity and to keep it off of the Caltrans structurally deficient list. The City of Oakley does not have a designated funding source for repairing, maintaining, and improving the City’s bridges, and relies upon grant programs for major bridge improvement projects. Staff has applied for Highway Bridge Replacement and Rehabilitation (HBRR) grant funding for this project and has secured partial funding.
B. Downtown Gateway Plaza and Infrastructure Improvement Project
Downtown Gateway Plaza and Infrastructure Improvement Project The Oakley Multi-Modal Roadway and Parking Lot Project features a new AMTRAK funded train station platform located north of Main Street between 2nd Street and Newman Way. The facility would provide connection to Tri Delta Transit bus service to the train station, as well as a Park & Ride lot. The platform station is strategically located downtown on Main Street, adjacent to the new Main Street Gateway Plaza that could be used for civic events and markets. The project will provide approximately 275 surface parking spaces to support Park & Ride activities in addition to supporting plaza activities held on the weekends and evenings. AMTRAK will entirely fund the design and construction of the new railroad platform station and the City will design and construct the associated public street and parking lot infrastructures.
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C. Downtown Parking Lot Project
Downtown Parking Lot Project
A new modern retail building, the “Oakley Mercantile" is being constructed downtown near the intersection of Main Street/Newman Way.
This project is a major enhancement to downtown Oakley which will bring new businesses to the community. In conjunction with this development project and based on the Downtown Visioning approved by the City Council, the City has constructed a new parking lot that would accommodate the needs of the new Retail Building and other downtown merchants.
D. Civic Center Emergency Generator Project
Civic Center Emergency Generator Project
The Civic Center campus, as the center of government for the Oakley community; currently does not have back-up power. In periods of PG&E power outages, the operations at the Civic Center that require electricity, come to a halt. This project will install an Emergency Generator behind the Civic Center buildings to provide stand-by power during the periods of PG&E power outages to ensure the Civic Center, and most importantly, the Police Department operations will continue uninterrupted.
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E. Recreation Center Emergency Generator Project
Recreation Center Emergency Generator Project
The Recreation Center campus is the center of recreational activities for the Oakley community, and currently does not have a back-up power source.
In periods of PG&E power outages, the operations at the Recreation Center that require electricity come to a halt. This project will install an Emergency Generator behind the Recreation Center building to provide stand-by power during periods of PG&E power outages to ensure that the Recreation Center operations will continue uninterrupted.
F. Cypress Grove Subdivision Pump Station Building Project Cypress Grove Subdivision Pump Station Building Project At the Cypress Grove Subdivision, the pump station, emergency generator, and its associated electrical components are housed in a building with only a half roof and are exposed to the environmental elements. The components degrade much quicker when exposed to the elements and require more frequent service and costly replacement. This project will construct a full roof and new walls on the existing building to enclose and protect the valuable mechanical components and promote their longevity.
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G. FY 2022/23 Street Repair and Resurfacing Project
FY 2022-23 Street Repair and Resurfacing Project
This project will repair the base and surface failures, as well as resurface the City’s streets as a part of a comprehensive program to maintain the roadways for the community. Street repair and resurfacing is critical in keeping the quality of the City’s street infrastructure in good condition and prevent costly reconstruction due to the lack of proper rehabilitation and maintenance. This project will address a number of neighborhoods which need Sierra-Crete base remediation in addition to repair and resurfacing.
H. City Hall Rooftop Solar Power Project
City Hall Rooftop Solar Power Project
This project will install solar panels on the roof of Civic Center to provide the electricity needed for operation of the Civic Center facilities in a sustainable and environmentally friendly approach. The implementation of this project will reduce the carbon footprint of the Civic Center operations which is a part of the new Strategic Goals for the City.
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I. Koda Dog Park Shade Structure Project
Koda Dog Park Shade Structure Project
The Koda Dog Park has become a very popular destination for residents and visitors to bring their dogs to exercise and play. One of the frequent requests from the community has been for shade structures at this park, especially in the areas where people can sit on benches while their dogs play. This project will construct new shade structures that would complement this park and its facilities for the enjoyments of all visitors to the Koda Dog park.
J. Pedestrian Crossing Lighting System Installation on O’Hara Avenue at Trail Crossing Project
Pedestrian Crossing Lighting System Installation on O’Hara Avenue at Trail Crossing Project
The City has been able to secure State grant funding to install new lighted crosswalk systems on O’Hara Avenue at trail crossing . This project will enhance the improve safety for pedestrians and bicyclists who ride on the trail as they cross O'Hara Avenue.
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K. FY 2023/24 Curb, Gutter, and Sidewalk Repair and
Reconstruction Project
FY 2023/24 Curb, Gutter, and Sidewalk Repair and Reconstruction Project
This project will coordinate with the responsible property owners to repair and reconstruct damaged and broken concrete, curb, gutter, and sidewalks throughout the City. The construction of this project will eliminate trip and fall accidents caused by sidewalk and curbs uplifted by tree root overgrowth and provide safe paths of travel for the community. This project works in coordination with the 50-50 cost share program that helps the property owners address concrete sidewalk and curb and gutter uplifts.
L. FY 2023/24 Traffic Calming Project
FY 2023/24 Traffic Calming Project
The traffic operations in the community have become one of the major issues that the Police and Public Works Departments handle on a regular basis. This project provides funding for the placement of traffic calming features in accordance with the neighborhood traffic calming policy.
Various traffic calming requests are being evaluated by staff from the Police and Public Works Departments and are addressed in collaboration with the residents based on priority, and the order they are received.
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M. Public Works Operations Building Remodeling Project
Public Works Operations Building Remodeling Project
The Public Works Operation Building used to be the suite of the former ACE Hardware Store and since the purchase of the property by the City has not had any major improvements related to the office spaces in the building, and with the growth of Public Works Department and increased demands for services from the community, this project will remodel the inside of the building to make a better functional work space for the staff and operations.
N. Briarwood Park Playground Resurfacing Project
Briarwood Park Playground Resurfacing Project
The Briarwood Park Playground currently has a Poured In Place rubber surface which has reached the end of its useful life. Many patches and repairs have been made to the existing surfacing and more are needed.
Future patches and repairs increase the risk of lessening the impact attenuation properties of the existing fall surfacing. This project would replace and upgrade the surface with rubber playground tiles that will have both durability and ease of maintenance that is needed at this playground.
The product comes with a lifetime warranty, which is the best in the industry and will adhere to current ADA and safety standards CIP - 23
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o. Daffodil Park Playground Resurfacing Project
Daffodil Park Playground Resurfacing Project
The Daffodil Park Playground currently has a PIP (poured in place) rubber safety surface adjacent to some loose fill engineered wood fiber. The PIP has reached the end of its useful life. Loose fill transitions to wood fiber are bad practice, as this creates premature wear on the PIP surface from the abrasiveness of the loose fill. Many patches and repairs have been made to the existing surfacing and more are needed. Future patches and repairs will increase the risk of lessening the impact attenuation properties of the existing fall surfacing. This project would replace and upgrade both the loose fill surface and PIP with rubber playground tiles that will have durability and ease of maintenance. The product comes with a lifetime warranty. which is the best in the industry and will adhere to current ADA and safety standards
P. City Parks Drinking Fountain Replacement Project
City Parks Drinking Fountain Replacement Project
The increased city-wide demand for parks and their use by the public necessitated an evaluation of the existing park infrastructure. This process identified several drinking fountains with deficiencies at Creekside Park, Cypress Grove Park, Holly Creek Park, and Briarwood Park. Drinking fountains at these parks have reached the end of their useful life and are no longer fiscally suitable for ongoing repairs. This project will install new ADA accessible drinking fountains for all park users along with fountain components for pets
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Q. Laurel Ballfields Parking Lot Resurfacing Project
Laurel Ballfields Parking Lot Resurfacing Project
The normal cycle to resurfacing parking lots is about every 10 years, and the parking lot for Laurel Ballfields was due to be resurfaced and striped.
This parking lot is heavily used by various baseball and soccer leagues who use this park for their games and practices in addition to other park users.
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Project Title: Oakley Regional Park Project Project Proponent: Public Works and Engineering Project Category: Park Project Manager: City Engineer
Project Type: Park Facility Construction Project Number: 176 Project Priority: Moderate In Successor Agency Area: No Project Description:
Project Justification:
Project Expenditures 23/24 24/25 25/26 26/27 27/28 28/29 Total Planning & Design $ -
Environmental $ -
Right of Way $ -
Construction $ -
Operating Costs $ -
TOTAL $ - $ - $ - $ - $ - $ - $ -
Project Funding 23/24 24/25 25/26 26/27 27/28 28/29 Total Traffic Impact Fee $ -
L&L District $ -
Community Park Fund $ -
Park Impact Fee $ -
Redevelopment $ -
Measure J $ -
Gas Tax $ -
Developer $ -
Grant (see comments) $ -
2012 Bond Benefit $ -
Stormwater Fund $ -
TOTAL $ - $ - $ - $ - $ - $ - $ -
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2024/25 to 2028/29 This project will design and construct a Regional Park at the north end of Sellers Avenue.
This project transforms a 55-acre site at the end of Sellers Avenue that was given to the City as part of the development agreements with the Emerson and Gilbert Ranch development projects. This 55-acre site had a number of older structures related to a dairy farm that had been closed for decades. The first phase of this project was to demolish the old and abandoned structures, which were a safety concern, and to clean up the site. This task was accomplished in the summer of 2019. In March of 2021, the City applied for a State Proposition 68 grant to fund the first phase of this project and unfortunately did not qualify for the grant. The construction of the Oakley Regional Park will span several years as funding is secured through a combination of State Grants and local funds. A new park Master Planning was approved in 2024 while efforts are underway to secure grant funding for the project.
PROJECT FINANCING DETAILS
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Project Title: W. Cypress Road Bridge at Contra Costa Canal Reconstruction Proj. Project Proponent: Public Works and Engineering Project Category: Bridge Project Manager: City Engineer Project Type: Bridge Reconstruction Project Number: 186 Project Priority: Moderate In Successor Agency Area: No Project Description:
Project Justification:
Project Expenditures 23/24 24/25 25/26 26/27 27/28 28/29 Total Planning & Design $ 150,000 $ 150,000
Environmental $ -
Right of Way $ -
Construction $ -
Operating Costs $ -
TOTAL $ 150,000 $ - $ - $ - $ - $ - $ 150,000
Project Funding 23/24 24/25 25/26 26/27 27/28 28/29 Total Traffic Impact Fee $ -
L&L District $ -
Public Facilities $ -
Park Impact Fee $ -
Redevelopment $ -
Measure J $ 150,000 $ 150,000
Gas Tax $ -
Developer $ -
Grant (see comments) $ -
Other (see comments) $ -
Stormwater Fund $ -
TOTAL $ 150,000 $ - $ - $ - $ - $ - $ 150,000
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2024/25 to 2028/29 This project will reconstruct the West Cypress Road bridge across the Contra Costa Canal The existing West Cypress Road Bridge that crosses the Contra Costa Canal is structurally deficient according to the latest Caltrans inspections. It will need to be reconstructed in order to continue to be safe and remain in service. The City of Oakley does not have a designated funding source for repairing, maintaining, and improving the City’s bridges, and relies upon State grant programs for major bridge improvement projects. The City will be looking for grant funding for this project from both State and Federal sources and Staff will apply for the Highway Bridge Replacement and Rehabilitation (HBRR) grant for this project.
PROJECT FINANCING DETAILS
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Project Title: Piper Lane drainage channel Trash Capture Device Project Project Proponent: Public Works and Engineering Project Category: Storm Drain Project Manager: City Engineer Project Type: Drainage Improvement Project Number: 189
Project Priority: Moderate In Successor Agency Area: No Project Description:
Project Justification:
Project Expenditures 23/24 24/25 25/26 26/27 27/28 28/29 Total Planning & Design $ 50,000 $ 50,000
Environmental $ -
Right of Way $ -
Construction $ 150,000 $ 150,000
Operating Costs $ -
TOTAL $ 200,000 $ - $ - $ - $ - $ - $ 200,000
Project Funding 23/24 24/25 25/26 26/27 27/28 28/29 Total Traffic Impact Fee $ -
L&L District $ -
Public Facilities $ -
Park Impact Fee $ -
Redevelopment $ -
Measure J $ -
Gas Tax $ -
Developer $ -
Grant (see comments) $ -
ARPA $ 200,000 $ 200,000
Stormwater Fund $ -
TOTAL $ 200,000 $ - $ - $ - $ - $ - $ 200,000
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2024/25 to 2028/29 This project will construct a Trash Capture Device at this major drainage channel.
The Piper Lane drainage channel is one of the major drainage outfalls from the City of Oakley to the Delta in which the City is responsible for its maintenance and operation. This is an open channel that flows freely to the Delta and based on the new permit issued by San Francisco Regional Water Quality Control Board (SFRWQCB), it cannot convey trash to the open waters of the Delta. Historically, a large amount of trash and debris were transported to the Delta through this channel. This project will construct a new trash capture device at the upstream end of the channel near Vintage Parkway. The trash capture device will stop trash from flowing into the Delta and, as a result, puts the City in compliance with the SFRWQCB permit.
PROJECT FINANCING DETAILS
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Project Title: Main Street/Rose Avenue Intersection Improvement Project Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City Engineer Project Type: Street Improvement Project Number: 211
Project Priority: Moderate In Successor Agency Area: No Project Description:
Project Justification:
Project Expenditures 23/24 24/25 25/26 26/27 27/28 28/29 Total Planning & Design $ -
Environmental $ -
Right of Way $ -
Construction $ -
Operating Costs $ -
TOTAL $ - $ - $ - $ - $ - $ - $ -
Project Funding 23/24 24/25 25/26 26/27 27/28 28/29 Total Traffic Impact Fee $ -
General Capital Fund $ -
Public Facilities $ -
Park Impact Fee $ -
Main Street Fund $ -
Measure J $ -
Gas Tax $ -
Grant $ -
2012 Bond Benefit $ -
Downtown
Revitalization Fund $ -
Stormwater Fund $ -
TOTAL $ - $ - $ - $ - $ - $ - $ -
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2024/25 to 2028/29 This project will construct signalization and the reconfiguration of the Main Street/Rose Avenue Intersection Growth of the community necessitates improving the streets that will be needed to accommodate the increase in traffic volumes. Main Street and Rose Avenue has operated as a stop sign controlled intersection which is not sustainable for the long term, and therefore a traffic signal is needed at this location. City staff have been discussing this intersection improvement project with management of Ironhouse Sanitary District (ISD) to explore opportunities that this project could address. The City needs better traffic flows at this intersection and ISD needs access from their prospective development site to Main Street. The other benefit of this project is providing the long desired secondary access for the residents of the Vintage Parkway neighborhood to Main Street.
The design of this project would start after a cost share agreement is reached between the City of Oakley and ISD.
PROJECT FINANCING DETAILS
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Project Title: Sellers Avenue Improvements and Widening Project Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City Engineer Project Type: Street Improvement Project Number: 231
Project Priority: Moderate In Successor Agency Area: No Project Description:
Project Justification:
Project Expenditures 23/24 24/25 25/26 26/27 27/28 28/29 Total Planning & Design $ -
Environmental $ -
Right of Way $ -
Construction $ 625,000 $ 625,000
Operating Costs $ -
TOTAL $ 625,000 $ - $ - $ - $ - $ - $ 625,000
Project Funding 23/24 24/25 25/26 26/27 27/28 28/29 Total Traffic Impact Fee $ -
General Capital Fund $ -
Public Facilities $ -
Park Impact Fee $ -
Main Street Fund $ -
Measure J $ -
Gas Tax $ -
Developer Contribution $ 625,000 $ 625,000
2012 Bond Benefit $ -
Downtown Revitalization
Fund $ -
Stormwater Fund $ -
TOTAL $ 625,000 $ - $ - $ - $ - $ - $ 625,000
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2024/25 to 2028/29 This project will construct the section of Sellers Avenue from the intersection at Riverrock Drive, to the gate at the Oakley Regional Park site.
Sellers Avenue is a 2 lane road that was constructed by Contra Costa County decades ago. The section of Sellers Avenue from East Cypress Road to the north end of the road at the gate to the future Oakley Regional Park is destined to be widened to 4 lanes with curb, and gutter, sidewalks, landscaped medians, bike lanes, and street lighting. The section of Sellers Avenue from East Cypress Road to Riverrock Drive has been widened by the developers of the Emerson and Gilbert Ranch projects. This project will widen and improve the remaining section of Sellers Avenue from the intersection at Riverrock Drive to the gate to the future Oakley Regional Park. The above referenced developers will pay the City the cost for curb and gutter, sidewalk, and one lane of roadway along frontage of their respective projects.
The City will pay the remaining construction costs for the second lane and medians for this project.
PROJECT FINANCING DETAILS
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Project Title: East Cypress Road Widening (Knightson Avenue to Jersey Island Road) PProject Proponent: Public Works and Engineering Project Category: Street Project Manager: City Engineer Project Type: Street Improvement Project Number: 247
Project Priority: High In Successor Agency Area: No
Project Description:
Project Justification:
Project Expenditures 23/24 24/25 25/26 26/27 27/28 28/29 Total Planning & Design $ 480,000 $ 480,000
Environmental $ -
Right of Way $ -
Construction $ 10,700,000 $ 10,700,000
Operating Costs $ -
TOTAL $ 11,180,000 $ - $ - $ - $ - $ - $ 11,180,000
Project Funding 23/24 24/25 25/26 26/27 27/28 28/29 Total Traffic Impact Fee $ 10,730,000 $ 10,730,000
General Capital Fund $ -
Public Facilities $ -
Park Impact Fee $ -
Main Street Fund $ -
Measure J $ 100,000 $ 100,000
Gas Tax $ 350,000 $ 350,000
Grant $ -
2012 Bond Benefit $ -
Downtown
Revitalization Fund $ -
Stormwater Fund $ -
TOTAL $ 11,180,000 $ - $ - $ - $ - $ - $ 11,180,000
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2024/25 to 2028/29 This project will install a signal at the intersection of East Cypress Road and Knightsen Avenue in addition to widening and improving this intersection and East Cypress Road J I l d R d The growth and development of new subdivision projects along the East Cypress Road corridor has necessitated various infrastructure improvements to accommodate the increased traffic volumes on this road. This project will widen and improve East Cypress Road from east of Knightsen Avenue to the Contra Costa Canal. The improvements will include curb and gutter, sidewalks, bicycle lanes, traffic signal, and street lights.
PROJECT FINANCING DETAILS
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Project Title: Downtown Storm Drain (Area 29D) Improvement Project Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City Engineer Project Type: Street Improvement Project Number: 252
Project Priority: Moderate In Successor Agency Area: Yes Project Description:
Project Justification:
Project Expenditures 23/24 24/25 25/26 26/27 27/28 28/29 Total Planning & Design $ 88,470 $ 88,470
Environmental $ -
Right of Way $ -
Construction $ -
Operating Costs $ -
TOTAL $ 88,470 $ - $ - $ - $ - $ - $ 88,470
Project Funding 23/24 24/25 25/26 26/27 27/28 28/29 Total Traffic Impact Fee $ -
L&L District $ -
Public Facilities $ -
Park Impact Fee $ -
General Capital Fund $ -
Measure J $ -
Gas Tax $ -
Developer $ -
2012 Bond Benefit $ -
Stormwater Fund $ 88,470 $ 88,470
$ -
TOTAL $ 88,470 $ - $ - $ - $ - $ - $ 88,470
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2024/25 to 2028/29 This project will secure the storm drain easement, design, and construct the last section of storm drain pipe which will complete all the improvements in this zone.
The Contra Costa County Flood Control District years ago had established drainage zones thought the County for storm drain detention and treatment. These zones included large detention basins (i.e. Freedom Basin, Teakwood Basin, Del Antico Basin, etc.) and a network of underground pipe systems to convey the storm water runoff from the City's streets to these basins. All parts of the storm drain system in this zone have been constructed with the exception of the section of pipe from north side of Main Street just east of Miguel Drive to the edge of railroad tracks. This project will design and construct this section of storm drain pipe which will complete all the improvements in this zone.
PROJECT FINANCING DETAILS
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Project Title: O'Hara Avenue / Carpenter Road Intersection Improvement Project Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City Engineer Project Type: Street Interscetion Improvements Project Number: 263 Project Priority: Immediate In Successor Agency Area: No Project Description:
Project Justification:
Project Expenditures 23/24 24/25 25/26 26/27 27/28 28/29 Total Planning & Design $ 30,000 $ 30,000
Environmental $ -
Right of Way $ -
Construction $ 320,000 $ 320,000
Operating Costs $ -
TOTAL $ 350,000 $ - $ - $ - $ - $ - $ 350,000
Project Funding 23/24 24/25 25/26 26/27 27/28 28/29 Total Traffic Impact Fee $ 350,000 $ 350,000
L&L District $ -
Public Facilities $ -
Park Impact Fee $ -
Redevelopment $ -
Measure J $ -
Gas Tax $ -
Developer $ -
Grant $ -
Downtown
Revitalization Fund $ -
Stormwater Fund $ -
TOTAL $ 350,000 $ - $ - $ - $ - $ - $ 350,000
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2024/25 to 2028/29 This project will improve the traffic operations at this intersection by constructing dedicated left turn lanes on Carpenter Road on either side of O’Hara Avenue, installing video detection system and reconfiguring the striping at this intersection.
The construction of Carpenter Road from Rose Avenue to Cinnamon Ridge Drive as part of a private subdivision development project has opened up this important east/west roadway corridor for the community. Once this section of Carpenter is completed it will increase traffic flows at the intersection of O’Hara Avenue and Carpenter Road. This project will improve the traffic operations at this intersection by constructing protected left turn lanes on Carpenter Road on both the westbound and eastbound approaches to O’Hara Avenue. Additional improvements include installing a video detection system and reconfiguring the striping at this intersection.
PROJECT FINANCING DETAILS
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Project Title: Irrigation Well Installation at City’s Freedom Basin Project Project Proponent: Public Works and Engineering Project Category: Park Project Manager: City Engineer
Project Type: Park Irrigation Improvement Project Number: 265 Project Priority: Immediate In Successor Agency Area: No Project Description:
Project Justification:
Project Expenditures 23/24 24/25 25/26 26/27 27/28 28/29 Total Planning & Design $ 20,000 $ 20,000
Environmental $ -
Right of Way $ -
Construction $ 380,000 $ 380,000
Operating Costs $ -
TOTAL $ 400,000 $ - $ - $ - $ - $ - $ 400,000
Project Funding 23/24 24/25 25/26 26/27 27/28 28/29 Total Traffic Impact Fee $ -
L&L District $ -
Public Facilities $ 200,000 $ 200,000
Park Impact Fee $ 200,000 $ 200,000
Redevelopment $ -
Measure J $ -
Gas Tax $ -
Developer $ -
Grant $ -
Park Impact Fee Fund $ -
Stormwater Fund $ -
TOTAL $ 400,000 $ - $ - $ - $ - $ - $ 400,000
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2024/25 to 2028/29 The scope of this project include installation of new irrigation well for the City's Freedom Basin This project will install a new irrigation well adjacent to O’Hara Avenue next to the City owned storm drain basin, more commonly known as Freedom basin. This new well will provide the City with an independent, stable, and continuous source of water to irrigate the large field that is used by an assortment of leagues for sporting activities. The existing well used to irrigate the field is owned and operated by the High School District, and due to its continuous breakdowns, this well is not a reliable source to provide the massive amount of irrigation water needed for this field.
PROJECT FINANCING DETAILS
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Project Title: Main Street / Delta Road Intersection Signalization Project Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City Engineer Project Type: Traffic Improvement Project Number: 268
Project Priority: Moderate In Successor Agency Area: No Project Description:
Project Justification:
Project Expenditures 23/24 24/25 25/26 26/27 27/28 28/29 Total Planning & Design $ -
Environmental $ -
Right of Way $ -
Construction $ -
Operating Costs $ -
TOTAL $ - $ - $ - $ - $ - $ - $ -
Project Funding 23/24 24/25 25/26 26/27 27/28 28/29 Total Traffic Impact Fee $ -
L&L District $ -
Public Facilities $ -
Park Impact Fee $ -
Redevelopment $ -
Measure J $ -
Gas Tax $ -
Developer $ -
Grant $ -
Park Impact Fee
Fund $ -
Stormwater Fund $ -
TOTAL $ - $ - $ - $ - $ - $ - $ -
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2024/25 to 2028/29 This project will install a traffic signal at Main Street / Delta Road intersection along with lane wideing and intercsetion improvements.
This project will install traffic a signal and improve the Main Street / Delta Road intersection. This intersection is identified to have a traffic signal per the City’s Traffic Impact Fee program. With the increase in traffic volumes at this location, a signal will improve safety and traffic circulation. The preliminary design of this project will get started in FY 2022/23 to develop the plan and identify the Right of Way that is needed for this project. In the subsequent year, the final design and Right of Way acquisition will be completed.
PROJECT FINANCING DETAILS
CIP - 36
782
Project Title: Main Street / Brownstone Road Intersection Signalization Project Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City Engineer Project Type: Traffic Improvement Project Number: 269
Project Priority: Moderate In Successor Agency Area: No Project Description:
Project Justification:
Project Expenditures 23/24 24/25 25/26 26/27 27/28 28/29 Total Planning & Design $ -
Environmental $ -
Right of Way $ -
Construction $ -
Operating Costs $ -
TOTAL $ - $ - $ - $ - $ - $ - $ -
Project Funding 23/24 24/25 25/26 26/27 27/28 28/29 Total Traffic Impact Fee $ -
L&L District $ -
Public Facilities $ -
Park Impact Fee $ -
Redevelopment $ -
Measure J $ -
Gas Tax $ -
Developer $ -
Grant $ -
Park Impact Fee
Fund $ -
Stormwater Fund $ -
TOTAL $ - $ - $ - $ - $ - $ - $ -
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2024/25 to 2028/29 This project will install traffic signal at Main Street/Brownstone Road intersection.
This project will install traffic signal and improve the Main Street / Brownstone Road intersection. This intersection is identified to have a traffic signal per the City’s Traffic Impact Fee program. With the increase in traffic volumes at this location, a signal will improve safety and traffic circulation. The preliminary design of this project will develop the plan and identify the Right of Way that is needed for this project. The final design and Right of Way acquisition will get stated subsequently.
PROJECT FINANCING DETAILS
CIP - 37
783
Project Title: Laurel Road Extension Project (Teton Road to Sellers Avenue) Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City Engineer Project Type: Roadway Improvement Project Number: 273
Project Priority: Moderate In Successor Agency Area: No Project Description:
Project Justification:
Project Expenditures 23/24 24/25 25/26 26/27 27/28 28/29 Total Planning & Design $ 360,000 $ 360,000
Environmental $ -
Right of Way $ -
Construction $ -
Operating Costs $ -
TOTAL $ 360,000 $ - $ - $ - $ - $ - $ 360,000
Project Funding 23/24 24/25 25/26 26/27 27/28 28/29 Total Traffic Impact Fee $ 360,000 $ 360,000
L&L District $ -
Public Facilities $ -
Park Impact Fee $ -
Redevelopment $ -
Measure J $ -
Gas Tax $ -
Developer $ -
Grant $ -
Park Impact Fee
Fund $ -
Stormwater Fund $ -
TOTAL $ 360,000 $ - $ - $ - $ - $ - $ 360,000
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2024/25 to 2028/29 Roadway Extension and Construction
This Project will extend Laurel Road from Teton Road to Sellers Avenue providing an alternate and much needed secondary route to East Cypress Road. Currently, the only way in and out of eastern Oakley is via Main Street to East Cypress Road. This current route along East Cypress Road passes by an elementary and middle school and crosses the Burlington Northern Santa Fe (BNSF) railroad tracks. Traffic volumes have increased with the new housing developments along East Cypress Road. Extending Laurel Road from Teton Road to Sellers Avenue will provide much needed safety and congestion relief by directing a portion of the traffic away from the schools and providing a new bridge over the railroad tracks.
PROJECT FINANCING DETAILS
CIP - 38
784
Project Title: Laurel Road Widening Project (O'Hara to Cloverbrook) Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City Engineer Project Type: Street Widening Project Number: 280
Project Priority: Moderate In Successor Agency Area: No Project Description:
Project Justification:
Project Expenditures 23/24 24/25 25/26 26/27 27/28 28/29 Total Planning & Design $ 500,000 $ 500,000
Environmental $ -
Right of Way $ -
Construction $ 727,000 $ 8,000,000 $ 8,000,000
Operating Costs $ -
TOTAL $ 1,227,000 $ 8,000,000 $ - $ - $ - $ - $ 8,500,000 Project Funding 23/24 24/25 25/26 26/27 27/28 28/29 Total Traffic Impact Fee $ 677,000 $ 3,000,000 $ 3,677,000
L&L District $ -
Public Facilities $ -
Park Impact Fee $ -
Street Maint. & Rehab $ -
Measure J $ -
Gas Tax HUTA $ -
Street Maint. & Rehab $ 2,000,000 $ 2,000,000
2012 Bond Benefit $ 800,000 $ 800,000
2014 Bond $ 1,200,000 $ 1,200,000
ARPA $ 550,000 $ 550,000
Gas Tax RMRA $ 1,000,000 $ 1,000,000
TOTAL $ 1,227,000 $ 8,000,000 $ - $ - $ - $ - $ 9,227,000 Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2024/25 to 2028/29 This project will widen Laurel Road to City standards from O'Hara to Cloverbrook Laurel Road from O'Hara Avenue to Cloverbrook Avenue is the last section of Laurel Road that needs to be widened and improved. Laurel Road is a major Arterial road and the City's designated truck route with a direct connection to Highway 4. This section of Laurel Road has not been widened or improved due to the lack of Right of Way and is starting to deteriorate due to the large volumes of vehicles that use Laurel everyday. Staff is working with the property owners to obtain the necessary right of way for the widening. There are WAPA utility poles that will need to be relocated as a part of this project. The construction of this project will complement the previous roadway improvements on Laurel Road.
PROJECT FINANCING DETAILS
CIP - 39
785
Project Title: Enrico Cinquini Park Construction Project Project Proponent: Public Works and Engineering Project Category: Park Project Manager: City Engineer
Project Type: New Park Construction Project Number: 281 Project Priority: Moderate In Successor Agency Area: No Project Description:
Project Justification:
Project Expenditures 23/24 24/25 25/26 26/27 27/28 28/29 Total Planning & Design $ 375,000 $ 375,000
Environmental $ -
Right of Way $ -
Construction $ 5,675,000 $ 5,675,000
Operating Costs $ -
TOTAL $ 6,050,000 $ - $ - $ - $ - $ - $ 6,050,000
Project Funding 23/24 24/25 25/26 26/27 27/28 28/29 Total Traffic Impact Fee $ -
L&L District $ -
Public Facilities $ -
Park Impact Fee $ 3,100,000 $ 3,100,000
Street Maint. & Rehab $ -
Measure J $ -
Gas Tax HUTA $ -
Developer $ 2,100,000 $ 2,100,000
2012 Bond Benefit $ -
Downtown
Revitalization Fund $ -
Stormwater Fund $ -
Federal Grant $ 850,000 $ 850,000
TOTAL $ 6,050,000 $ - $ - $ - $ - $ - $ 6,050,000
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2024/25 to 2028/29 Park Construction
The developer of the Stonewood Subdivision was conditioned to construct a new park (Enrico Cinquini Park) at intersection of Rose/Carpenter. The obligation of the developer is the total amount of their Park Impact Fee which would not be sufficient to construct this park and its associated facilities which include a parking lot and as result the City will design and construct this park utilizing the Park Impact Fee obligation of the developer and supplement it with additional local fund.
PROJECT FINANCING DETAILS
CIP - 40
786
Project Title: Laurel Road Bridge Widening over Marsh Creek Project Project Proponent: Public Works and Engineering Project Category: Bridge Project Manager: City Engineer Project Type: Bridge Widening Project Project Number: 283 Project Priority: Moderate In Successor Agency Area: No Project Description:
Project Justification:
Project Expenditures 23/24 24/25 25/26 26/27 27/28 28/29 Total Planning & Design $ 35,000 $ 35,000
Environmental $ -
Right of Way $ -
Construction $ -
Operating Costs $ -
TOTAL $ 35,000 $ - $ - $ - $ - $ - $ 35,000
Project Funding 23/24 24/25 25/26 26/27 27/28 28/29 Total Traffic Impact Fee $ -
L&L District $ -
Public Facilities $ -
Park Impact Fee $ -
Street Maint. & Rehab $ -
Measure J $ -
Gas Tax HUTA $ -
Developer $ -
2012 Bond Benefit $ -
2016 Debt Service
Fund $ 35,000 $ 35,000
Stormwater Fund $ -
RMRA $ -
TOTAL $ 35,000 $ - $ - $ - $ - $ - $ 35,000
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2024/25 to 2028/29 Preliminary Design for bridge widening
Laurel Road at the Marsh Creek Bridge is currently a narrow 2 lane roadway that is structurally inadequate and needs to be widened and improved to tie into the future Laurel Extension at Teton Road. According to Caltrans the bridge is structurally deficient and needs to be reconstructed. This project will supplement Capital Improvement Project No. 273 and provide the additional funding to construct the bridge and accommodate the future traffic volumes from the developments along the E. Cypress Road corridor and provide direcr connetcion to Highway 4.
PROJECT FINANCING DETAILS
CIP - 41
787
Project Title: East Cypress Road Widening (Jersey Island Road to Bethel Island Road) PProject Proponent: Public Works and Engineering Project Category: Street Project Manager: City Engineer Project Type: Street Improvement Project Number: 302
Project Priority: Moderate In Successor Agency Area: No Project Description:
Project Justification:
Project Expenditures 23/24 24/25 25/26 26/27 27/28 28/29 Total Planning & Design $ 378,503 $ 378,503
Environmental $ -
Right of Way $ -
Construction $ -
Operating Costs $ -
TOTAL $ 378,503 $ - $ - $ - $ - $ - $ 378,503
Project Funding 23/24 24/25 25/26 26/27 27/28 28/29 Total Traffic Impact Fee $ -
General Capital Fund $ -
Public Facilities . $ -
ARPA $ 378,503 $ 378,503
Street Maintenance & Rehab $ -
Measure J $ -
Gas Tax $ -
Grant $ -
2012 Bond Benefit $ -
Downtown
Revitalization Fund $ -
Stormwater Fund $ -
TOTAL $ 378,503 $ - $ - $ - $ - $ - $ 378,503
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2024/25 to 2028/29 This project will install a signal at the intersection of East Cypress Road and Knightsen Avenue in addition to widening and improving this intersection and East Cypress Road J I l d R d The growth and development of new subdivision projects along the East Cypress Road corridor has necessitated various infrastructure improvements to accommodate the increased traffic volumes on this road. This project will widen and improve East Cypress Road from Jersey Island Road to Bethel Island Road. The improvements will include curb and gutter, sidewalks, bicycle lanes, traffic signal, and a median island. The widening will complement the similar improvements that are done as part of CIP 247 and 310.
PROJECT FINANCING DETAILS
CIP - 42
788
Project Title: Marsh Creek Glenn Park Renovation Project Project Proponent: Public Works and Engineering Project Category: Park Project Manager: City Engineer
Project Type: Park Improvement Project Number: 306
Project Priority: Moderate In Successor Agency Area: No Project Description:
Project Justification:
Project Expenditures 23/24 24/25 25/26 26/27 27/28 28/29 Total Planning & Design $ 100,000 $ 100,000
Environmental $ -
Right of Way $ -
Construction $ 400,000 $ 400,000
Operating Costs $ -
TOTAL $ 500,000 $ - $ - $ - $ - $ - $ 500,000
Project Funding 23/24 24/25 25/26 26/27 27/28 28/29 Total Park Impact Fee $ 300,000 $ 300,000
L&L District $ -
Public Facilities $ -
LLAD $ 200,000 $ 200,000
Street Maint. & Rehab $ -
Measure J $ -
Gas Tax HUTA $ -
Developer $ -
2012 Bond Benefit $ -
Downtown
Revitalization Fund $ -
Stormwater Fund $ -
RMRA $ -
TOTAL $ 500,000 $ - $ - $ - $ - $ - $ 500,000
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2024/25 to 2028/29 Park Renovation
The existing playground equipment and surfacing at Marsh Creek Glenn Park is the original infrastructure at this park, which was constructed 20 years ago. The equipment and surface are both in need of replacement, as maintaining this playground equipment and surfacing is not practical and financially viable. This project will replace the playground equipment and expand it to create a larger all ability and ADA accessible playground; along with placement of new rubber playground surfacing tiles that will perform and have a better warranty
PROJECT FINANCING DETAILS
CIP - 43
789
Project Title: East Cypress Road Widening at CCWD Canal Crossing Project Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City Engineer Project Type: Street Improvement Project Number: 310
Project Priority: Moderate In Successor Agency Area: No Project Description:
Project Justification:
Project Expenditures 23/24 24/25 25/26 26/27 27/28 28/29 Total Planning & Design $ -
Environmental $ -
Right of Way $ -
Construction $ 9,500,000 $ 9,500,000
Operating Costs $ -
TOTAL $ 9,500,000 $ - $ - $ - $ - $ - $ 9,500,000
Project Funding 23/24 24/25 25/26 26/27 27/28 28/29 Total Traffic Impact Fee $ 1,900,000 $ 1,900,000
General Capital Project $ 4,400,000 $ 4,400,000
Public Facilities $ -
LLAD $ -
Street Maint. & Rehab $ 2,400,000 $ 2,400,000
Measure J $ -
Gas Tax HUTA $ 800,000 $ 800,000
Developer $ -
2012 Bond Benefit $ -
Downtown
Revitalization Fund $ -
Stormwater Fund $ -
RMRA $ -
TOTAL $ 9,500,000 $ - $ - $ - $ - $ - $ 9,500,000
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2024/25 to 2028/29 This project will construct a road crossing over the CCWD Canal on East Cypress Road at Jersey Island Road CCWD has undertaken the process of replacing the open canal in Oakley from the canal crossing near Main Street and has extended eastwards behind Cypress Grove, Emerson, Delaney, and Burroughs subdivisions up to east Cypress Road. CCWD is currently working on undergrounding the remainder of this canal from East Cypress Road in a southerly direction to its connection point at Rock Slough. The existing canal crosses East Cypress Road and will have to be replaced as part of the City’s East Cypress Road widening project. The City is collaborating with CCWD in all phases of the canal undergrounding project and at the East Cypress Road, the city will take the lead on undergrounding the canal and construction of the new and widened roadway.
PROJECT FINANCING DETAILS
CIP - 44
790
Project Title: FY 2024/25 Curb, Gutter and Sidewalk Repair & Reconstruction Project Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City Engineer Project Type: Concrete Repair and Replacement Project Number: 311 Project Priority: Immediate In Successor Agency Area: No Project Description:
Project Justification:
Project Expenditures 23/24 24/25 25/26 26/27 27/28 28/29 Total Planning & Design $ -
Environmental $ -
Right of Way $ -
Construction $ 150,000 $ 150,000
Operating Costs $ -
TOTAL $ - $ 150,000 $ - $ - $ - $ - $ 150,000
Project Funding 23/24 24/25 25/26 26/27 27/28 28/29 Total Traffic Impact Fee $ -
L&L District $ -
Public Facilities $ -
Park Impact Fee $ -
General Capital Fund $ -
Measure J $ -
Gas Tax RMRA $ 150,000 $ 150,000
2012 Bond Benefit $ -
Grant $ -
Downtown
Revitalization Fund $ -
Stormwater Fund $ -
TOTAL $ - $ 150,000 $ - $ - $ - $ - $ 150,000
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2024/25 to 2028/29 This project will repair and replace damaged curb, gutter, and sidewalks.
This project will coordinate with the responsible property owners to repair and reconstruct damaged and broken concrete curb, gutter, and sidewalks throughout the City. The construction of this project will eliminate trip and fall accidents caused by sidewalk and curbs uplifted by tree root overgrowth, and provide safe paths of travel for the community. This project works in coordination with the 50-50 cost share program that helps the property owners address concrete sidewalk and curb and gutter uplifts.
PROJECT FINANCING DETAILS
CIP - 45
791
Project Title: FY 2024/25 Traffic Signal Modernization Project Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City Engineer Project Type: Traffic Signal Operation Improvements Project Number: 312 Project Priority: Moderate In Successor Agency Area: No Project Description:
Project Justification:
Project Expenditures 23/24 24/25 25/26 26/27 27/28 28/29 Total Planning & Design $ -
Environmental $ -
Right of Way $ -
Construction $ 100,000 $ 100,000
Operating Costs $ -
TOTAL $ - $ 100,000 $ - $ - $ - $ - $ 100,000
Project Funding 23/24 24/25 25/26 26/27 27/28 28/29 Total Traffic Impact Fee $ -
L&L District $ -
Public Facilities $ -
Park Impact Fee $ -
Redevelopment $ -
Measure J $ -
Gas Tax HUTA $ 100,000 $ 100,000
Developer $ -
Grant $ -
Downtown
Revitalization Fund $ -
Stormwater Fund $ -
TOTAL $ - $ 100,000 $ - $ - $ - $ - $ 100,000
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2024/25 to 2028/29 This project will rehabilitate existing traffic signals.
Traffic operations and public safety have become one of the more important issues for the community. Public Works staff are continually working to improve the traffic operations on City streets. This project will replace some of the older internal components of the City's traffic signal systems which will improve the coordination of the City’s traffic signal operations.
PROJECT FINANCING DETAILS
CIP - 46
792
Project Title: FY 2024/25 Traffic Calming Project Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City Engineer Project Type: Traffic Calming Improvements Project Number: 313 Project Priority: Moderate In Successor Agency Area: No Project Description:
Project Justification:
Project Expenditures 23/24 24/25 25/26 26/27 27/28 28/29 Total Planning & Design $ -
Environmental $ -
Right of Way $ -
Construction $ 50,000 $ 50,000
Operating Costs $ -
TOTAL $ - $ 50,000 $ - $ - $ - $ - $ 50,000
Project Funding 23/24 24/25 25/26 26/27 27/28 28/29 Total Traffic Impact Fee $ -
L&L District $ -
Public Facilities $ -
Park Impact Fee $ -
2012 Bond Benefit $ -
Measure J $ -
Gas Tax HUTA $ 50,000 $ 50,000
General Capital Proj $ -
Grant $ -
Downtown
Revitalization Fund $ -
Stormwater Fund $ -
TOTAL $ - $ 50,000 $ - $ - $ - $ - $ 50,000
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2024/25 to 2028/29 This project will construct traffic calming measures.
The traffic operations in the community have become one of the major issues that the Police and Public Works Departments handle on a regular basis. This project provides funding for the placement of traffic calming features in accordance with the neighborhood traffic calming policy. Various traffic calming requests are being evaluated by staff from the Police and Public Works Departments, and are addressed in collaboration with the residents based on priority, and the order they are received.
PROJECT FINANCING DETAILS
CIP - 47
793
Project Title: FY 2024/25 ADA Implementation Project Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City Engineer Project Type: Street Improvement Project Number: 314
Project Priority: Moderate In Successor Agency Area: No Project Description:
Project Justification:
Project Expenditures 23/24 24/25 25/26 26/27 27/28 28/29 Total Planning & Design $ -
Environmental $ -
Right of Way $ -
Construction $ 50,000 $ 50,000
Operating Costs $ -
TOTAL $ - $ 50,000 $ - $ - $ - $ - $ 50,000
Project Funding 23/24 24/25 25/26 26/27 27/28 28/29 Total Traffic Impact Fee $ -
L&L District $ -
Public Facilities $ -
Park Impact Fee $ -
Street Maint. & Rehab $ -
Measure J $ -
Gas Tax HUTA $ 50,000 $ 50,000
Developer $ -
2012 Bond Benefit $ -
Downtown
Revitalization Fund $ -
Stormwater Fund $ -
RMRA $ -
TOTAL $ - $ 50,000 $ - $ - $ - $ - $ 50,000
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2024/25 to 2028/29 This project is part of the implementation of the City of Oakley ADA Transition Plan The City of Oakley has to have an ADA Transition Plan prepared and implemented to adhere to the legal requirements related to the U.S. Department of Justice. Staff has solicited proposals from ADA specialty consultants and had selected the firm of Sally Swanson Architects, Inc. to prepare the City’s ADA Transition Plan. The preparation of this ADA Transition Plan has been completed. This implementation of this ADA plan will be phased over the future years as funding is allocated.
PROJECT FINANCING DETAILS
CIP - 48
794
Project Title: Oakley Library & Community Center Project Project Proponent: Public Works and Engineering Project Category: Facility Project Manager: Assistant City Manager Project Type: New Facility Construction Project Number: 318 Project Priority: High In Successor Agency Area: Yes
Project Description:
Project Justification:
Project Expenditures 23/24 24/25 25/26 26/27 27/28 28/29 Total Planning & Design $ 3,000,000 $ 3,000,000
Environmental $ -
Right of Way $ -
Construction $ 4,500,000 $ 4,500,000
Operating Costs $ -
TOTAL $ 3,000,000 $ 4,500,000 $ - $ - $ - $ - $ 7,500,000 Project Funding 23/24 24/25 25/26 26/27 27/28 28/29 Total Traffic Impact Fee $ -
L&L District $ -
Public Facilities Fund $ 500,000 $ 500,000
Park Impact Fee $ -
Street Maint. & Rehab $ -
Measure J $ -
Gas Tax HUTA $ -
Developer $ -
2012 Bond Benefit $ -
General Capital
Projects Fund $ 4,000,000 $ 4,000,000
Stormwater Fund $ -
ARPA $ 3,000,000 $ 3,000,000
TOTAL $ 3,000,000 $ 4,500,000 $ - $ - $ - $ - $ 7,500,000 Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2024/25 to 2028/29 This project will design and construct a new Library and Community Center in Downtown Oakley Oakley is a growing community, and its population has nearly doubled since incorporation. The residents of Oakley deserve library services and a community facility that serves the existing and growing community. Lack of a modern and functional Oakley Library and Community Center has been a topic of many discussions with the City Council and community residents in recent years as the small section of the High School Library that is provided as a community library is not large enough to provide the wide range of services that community desires.
PROJECT FINANCING DETAILS
CIP - 49
795
Project Title: Civic Center Amphitheater Sound System Project Project Proponent: Public Works and Engineering Project Category: Park Project Manager: City Engineer
Project Type: Park improvement Project Number: 319
Project Priority: High In Successor Agency Area: Yes
Project Description:
Project Justification:
Project Expenditures 23/24 24/25 25/26 26/27 27/28 28/29 Total Planning & Design $ -
Environmental $ -
Right of Way $ -
Construction $ 150,000 $ 150,000
Operating Costs $ -
TOTAL $ - $ 150,000 $ - $ - $ - $ - $ 150,000
Project Funding 23/24 24/25 25/26 26/27 27/28 28/29 Total Traffic Impact Fee $ -
L&L District $ 150,000 $ 150,000
Public Facilities $ -
Park Impact Fee $ -
Street Maint. & Rehab $ -
Measure J $ -
Gas Tax HUTA $ -
Developer $ -
2012 Bond Benefit $ -
Downtown
Revitalization Fund $ -
Stormwater Fund $ -
RMRA $ -
TOTAL $ - $ 150,000 $ - $ - $ - $ - $ 150,000
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2024/25 to 2028/29 This project will design and construct a new sound system at Civic Center Park Amphitheater This project will include the installation of a professional grade sound system at the Amphitheater inside of Civic Center Plaza to be used for special events and concerts. Guests at recent events have shared the feedback that the current sound system is inadequate and that they have trouble hearing the sound, diminishing their experience. This new system would remedy those problems and provide consistent sound quality at all events throughout the year.
PROJECT FINANCING DETAILS
CIP - 50
796
Project Title: O’Hara Avenue Widening Project (600’ south of Laurel Road to 300’ so Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City Engineer Project Type: Street Widening Project Number: 320
Project Priority: High In Successor Agency Area: No
Project Description:
Project Justification:
Project Expenditures 23/24 24/25 25/26 26/27 27/28 28/29 Total Planning & Design $ 175,000 $ 175,000
Environmental $ -
Right of Way $ -
Construction $ -
Operating Costs $ -
TOTAL $ - $ 175,000 $ - $ - $ - $ - $ 175,000
Project Funding 23/24 24/25 25/26 26/27 27/28 28/29 Total Traffic Impact Fee $ -
L&L District $ -
Public Facilities $ -
Park Impact Fee $ -
Street Maint. & Rehab $ -
Measure J $ 175,000 $ 175,000
Gas Tax HUTA $ -
Developer $ -
2012 Bond Benefit $ -
Downtown
Revitalization Fund $ -
Stormwater Fund $ -
RMRA $ -
TOTAL $ - $ 175,000 $ - $ - $ - $ - $ 175,000
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2024/25 to 2028/29 This project will widen east side O'Hara Avenue south of Laurel Road This project will continue the widening and improvements that was done on O'Hara Avenue as part of CIP 280. The widening of O'Hara Avenue to Grapevine Lane will provide a much needed 2 travel lanes in northbound O'Hara Avenue toward the center of Oakley.
PROJECT FINANCING DETAILS
CIP - 51
797